Part-financed by the European Union (European Regional Development Fund) URBAN CREATIVE POLES SWOT ANALYSIS OF CREATIVE INDUSTRIES IN TARTU

Transcription

1 Part-financed by the European Union (European Regional Development Fund) URBAN CREATIVE POLES SWOT ANALYSIS OF CREATIVE INDUSTRIES IN TARTU Tartu, Estonia 2012

2 Contents 1. Introduction Creative Industries in Estonia Creative Industries in Tartu General Overview Methods of Research Results of Research Cross-analysis of the SWOT Table of the Tartu City Creative Industry Comparison of the Creative Industry with the Entrepreneurship in Tartu Recommendations Recommendations for developing the creative industry in the city of Tartu Priority sectors in developing the creative industry in the city of Tartu Conclusion

3 1. Introduction The research paper Mapping of Creative Industries in Tartu has been completed by LLC Positium Lbs in the framework of the project Urban Creative Poles. The objective of the work was to map the current situation and needs for development of the subsectors of creative industries of Tartu. The manual Urban Creative Poles Methodology of SWOT analysis of cultural and creative industries (CCI) (Cottbus, 2011) defines the outline of the work. The research is based on interviews with the representatives of different sub-sectors carried out in May and June 2011, statistical data gathered with the help of a web-based questionnaire, and commercial register's data about creative industries active in Tartu. The gathered data was analyzed using SWOT methodology. Other researches about creative industries in Estonia were also studied in the course of th work. The definition of creative industries used in Estonia has been adapted from the UK: Creative industries are those industries which have their origin in individual creativity, skill and talent and which have a potential for wealth and job creation through the generation and exploitation of intellectual property. (DCMS 2001). 2. Creative Industries in Estonia In Estonia, the responsibility to develop creative industries on national level is shared between the Ministry of Culture and the Ministry of Economic Affairs. As a result of the tight collaboration of these two ministries, creative industries form a part of the strategy of EU structural funds for The implementing body of creative industries' support programs is Enterprise Estonia which carries out several programs including those open for representatives of the field of creative industries, e.g. programs for raising the level of awareness, knowledge and skills, promoting the formation of clusters and doing joint marketing. In addition, there is a specific measure supporting creative industries with 6.3 million Euros ( ) with the aim to support the activities of creative industries' incubators and development centres. The development of creative industries largely depends upon their location. Therefore, local initiatives play an important role in it. In recent years, many municipalities in Estonia have started to pay great attention to creative industries. Tartu has founded a Centre for Creative Industries, whereas in Tallinn there is a creative industries incubator to support creative start-ups. In addition to regional centres there are also development centres of different fields such as Estonian Centre of Design, Estonian Centre of Architecture, Development Centre of Estonian Music, and others. In many fields creative unions and other representative organisations act as active partners. The first mapping of creative industries in Estonia was carried out in 2005 by the Ministry of Culture and the Estonian Institute of Economic Research. In 2006 creative industries were mapped in Tallinn, in 2007 the same was done in Tartu. In the next years several researches and studies were carried out about creative industries in Estonia, concentrating mainly on the situation of creative industries in Tallinn and Tartu. 3

4 Throughout the years the problems impeding the mapping of creative industries in Estonia have remained the same, the greatest of them being the lack of creative industries as a separate field of economy in the national statistical database. In addition, the data derived from the commercial register does not always reflect the actual situation it provides the researcher with addresses where businesses have been registered, not with the ones where they actually work; it gives inadequate information about the fields of activity of different businesses, etc. As a result, all mappings of creative industries have succeeded to give a general picture about the state of creative industries in Estonia but fail to do so in detail. The researches carried out in Estonia so far divide creative industries between the following (sub)sectors: Sector Architecture Audiovisual Design Performing arts IT Publishing Subsector Architecture, interior design, landscape architecture, engineering Film and video, broadcasting Design services Theatre, dance, festivals IT related to entertainment (gaming industry) Publishing, printing Cultural heritage Handicraft, museums, libraries Art Music Advertising Fine arts, applied art Music companies and organisations Advertising, media mediating Source: Estonian Institute of Economic Research, 2009 The list above is a subject to changes according to the needs of different regions and cities. For example, in Tartu one more subdivision festivals has been added because, taking into consideration its size, there is a considerable number of different festivals taking place there bringing people, ideas and money into the city. 3. Creative Industries in Tartu 3.1 General Overview There were 8665 businesses registered in Tartu in 2010 (Tartu City, 2011). The number of creative industries and businesses related to them (excluding non-profit organisations and foundations) is 1043 making up 12% of the total number of businesses registered in Tartu in Figure 1 shows that the number of creative businesses and other organisations and businesses related to them in Tartu has more than doubled over the last 10 years (the corresponding numbers being 474 in 2000 and 1,358 in 2010). 4

5 Figure 1. Source: Estonian Institute of Economic Research The turnovers of creative industries have grown as well from 2000 to 2010 the rise has been ca 73% (Figure 2). The difference between 2005 and 2010 does not seem significant but that may be caused by the fact that all businesses had not submitted their economic reports to the commercial register by the time the current research was made. Figure 2. Source: Central Commercial Register At the same time the number of employees has gone down by 14% (Figure 3). In 2000 there were 3,217 people employed in the field of creative industries in Tartu, in 2010 the number was 2,764. 5

6 Figure 3. Source: Central Commercial Register 3.2 Methods of Research The current mapping was made using different data. Firstly, the already existing data was gathered from several databases, mostly from the Central Commercial Register of Estonia. Secondly, 11 group interviews were carried out with different target groups in May and June The results of the interviews reflect the opinions of those representatives of the target groups who came to the meetings and/or commented on the files sent to them after the meetings. Thirdly, a web-based questionnaire was sent out to creative industries active in Tartu, the results of the questionnaire were analyzed in MS Excel. With the help of these three tools, a SWOT analysis was compiled about the condition of creative industries in Tartu in Results of Research The results of the research are concluded in a cross analyses of the SWOT. Using strengths to profit from opportunities Creative professionals and their active initiative enable the creation of organised networks promoting different subsectors of creative industries as well as finding leaders for them. Active creative unions, creative professionals and amateurs, many creative businesses and related organisations, network of educational institutions and hobby schools and developing clusters of creative industries in Tartu submit to forming a basis for intra- and interdisciplinary communication platforms both within the subsectors and between them through different projects and joint marketing. This process goes hand-in-hand with creative group's more and more active use of social media Active creative unions, creative professionals and amateurs, many creative businesses and 6

7 related organisations, creative groups of ethnic minorities, network of educational institutions and hobby schools, successful events' series and developing clusters of creative industries in Tartu contribute to increasing collaboration between creative industries and other fields of economy. The existing resources also help to introduce and promote creative industries and emphasize their importance in different areas. Active professional networks, variety of creative industries' related organisations and people's initiative enables sharing rooms (classrooms, showrooms, etc.) and other facilities with each other. Network of educational institutions and hobby schools, inspired creative professionals and amateurs and developing clusters of creative industries in Tartu create a basis for opportunities to strengthen educational possibilities and start collaboration with other schools (e.g. sharing lecturers and related costs for creative industries related subjects, etc.) Active initiative of people and organisations and easy access for businesses in the field of creative industries enable making use of different support programs financed by Enterprise Estonia. Existing and developing clusters of creative industries can use support provided by Tartu City and Cultural Endowment of Estonia to create new creative centres. Sites suitable for performing arts in the city could be turned into such areas in collaboration with the Department of Urban Planning of Tartu City. The number of festivals and other events, events' series worthy of revival, and festivals with international potential help to determine priorities in this field with the objective of elaborating a stable system of financing cultural events by the public sector. Active initiative of creative professionals and easy access for business in the field of creative industries enable testing and elaborating business models and ways to produce small circulations of products. Network of educational institutions and hobby schools and developing clusters of creative industries enable elaborating ways to increase the efficiency of creative industries. In addition, the existing resources form a basis for using digital information and communication technologies. Using strengths to reduce external threats Creative professionals, their active initiative and easy access to making business in the field of creative industries enable creating new products and services and testing them on different target groups with the help of different marketing tools (especially in the Internet), thus diminishing or avoiding the risk of facing lack of interest towards creative products and/or services. As a result, creative entrepreneurs are more active, contributing to keeping up the flow of resources To Estonia from EU structural funds and other development funds. There are a considerable number of creativities in Tartu due to various creative industries related organisations, creative groups of ethnic minorities, active creative unions and amateurs, a wide network of educational institutions and hobby schools, etc. All this contributes to constant rise of the number of people who are aware about creative industries and interested in developing the field. 7

8 Easy access to making business in the field of creative industries, developing clusters of creative industries, wide network of educational institutions and festivals with international potential are responsible for having set up a network of developing and internationalizing creative industries in Tartu independently from other fields of economy. Successful development of creative industries and emerging possibilities for export increase the interest of other areas towards collaboration and underlines the importance of creative industries for Tartu city. Easy access to making business in the field of creative industries creates great competition and, therefore, the quality of goods and services offered will be the crucial matter for creative businesses. Growing competition will ensure the quality of goods and services despite the increasing prices of raw material and decreasing purchasing power. Active initiative of creative people and organisations as well as developing clusters of creative industries make publicity about creative industries. Attractive publicity reduces the risk of having a lack of cultural managers. Close contact with other fields of economy reduces the risk of being thrown aside by the public sector and encourages the public sector to elaborate strategic development plans and supporting infrastructure for creative industries. Using strengths to reduce internal weaknesses Regular introduction of the term 'creative industries' and emphasizing its importance diminishes the possibility of not understanding the subject and not being able to relate to it. Creation of intra- and interdisciplinary communication platforms, increasing interdisciplinary collaboration via different projects and joint marketing give way to better coordination of the work of different subsectors of creative industries. All this alleviates the internal weakness of industries' subsectors lack of coordination. Development of collaboration also enhances the efficiency of distribution of information. Increased collaboration between creative industries and other fields of economy, use of Enterprise Estonia's support programs for start-ups, raised economic efficiency of creative industries, use of digital technologies helps to enhance marketing skills and marketing activities of organisations. In addition, collaboration and development of skill contribute to marketing of the city, emphasizing the importance of creative industries in Tartu. Use of support provided by Enterprise Estonia, Tartu City and Cultural Endowment of Estonia helps to alleviate the problems related to financing. Use of supports gives the possibility to organize events, participate in international projects and develop one's skills. Increasing interdisciplinary collaboration through different projects and joint marketing as well as using digital ICT technologies enhances the creation of a database of different creative industries related resources, e.g. organisations of ethnic minorities, youth orientated cultural activities, etc. Increasing interdisciplinary collaboration through different projects and joint marketing, increasing collaboration between creative industries and other fields of entrepreneurship, creating models for small volume production, increasing the efficiency of creative industries establish a basis for further and better collaboration between different organisations. 8

9 Raising the level of professional training, collaboration with other educational institutions (e.g. sharing the costs of guest lecturers) helps to make the professional courses more practical. Support for starting and developing new businesses provided by Enterprise Estonia, increasing interdisciplinary collaboration through different projects and joint marketing, increasing collaboration between creative industries and other fields of entrepreneurship helps to establish prerequisites and opportunities to develop export. In addition, the above mentioned activities contribute to joint marketing. Increasing export reduces the weakness of having a small market in Estonia. Increasing the efficiency of creative industries establishes prerequisites for sustainable and long-lasting partnerships between different organisations reducing the weakness of project based partnerships. In addition, basic knowledge about entrepreneurship will improve. Raising the level of professional training, collaboration with other educational institutions (e.g. sharing the costs of guest lecturers) creates an opportunity for training professional cultural managers with excellent marketing skills. Raising awareness about creative industries and its importance in different fields helps to decrease the weakness and a Soviet time heritage - of being largely dependent on the public sector. In addition to regular awareness raising activities, the contemporary artist as possibly a creative entrepreneur must be talked about Cross-analysis of the SWOT Table of the Tartu City Creative Industry Implementing opportunities by means of strengths Professionals practice in the creative industry and their own active initiative enables creating different organized networks that introduce the subsectors of the creative industry. The presence of active people also makes it possible to find coordinators for the subsectors of the creative industry. The active action of professional networks, the abundance of creative industry institutions, the existence of people and amateurs in the city whose activities are spirited and professional, the network of versatile educational institutions and hobby schools and the developing clusters of creative industry institutions enable establishing a basis for the creation of communication platforms within and across the subsectors of the creative industry and enhancing cross-sectoral cooperation through different projects and joint marketing. This is also contributed to by the active usage of social websites. The active action of professional networks, the abundance of creative industry institutions, the existence of people and amateurs whose activities are spirited and professional, the existence of ethnic minority creative collectives, the network of educational institutions and hobby schools, the successful series of events that have taken place and the developing clusters of creative industry institutions contribute to enhancing cooperation between the creative industry and other business sectors. The existing resources also enable more consistent and reasoned activities to regularly introduce the concept of creative industry and to emphasise it in different sectors. 9

10 The active action of professional networks, the abundance of creative industry institutions and the initiative of people establish prerequisites for sharing rooms related to the creative industry (study classes, performance halls, etc) as well as other resources between the institutions. The versatile network of educational institutions and hobby schools in Tartu, the existence of people and amateurs in the city whose activities are spirited and professional and the developing clusters of creative industry institutions establish a basis for strengthening specialty studies related to the creative industry and for initiating cooperation with other schools (e.g. sharing lecturers in specialties related to the creative industry and joint ventures in inviting visitor lecturers in the city). The active initiative of people and institutions, and the easy entrance to entrepreneurship related to the creative industry establish the opportunity of taking advantage of funding from Enterprise Estonia for starting businesses and for developing the sector. By taking advantage of funding from the city of Tartu and from Eesti Kultuurkapital (Estonian Culture Capital), the existing as well as the developing clusters of creative industry institutions can establish versatile creative centres in the city. In cooperation with the Tartu city government, the possibilities deriving from the city space should be used to establish different versatile performance halls in the city. The large number of festivals and events in Tartu, the series of events worth reinstating and potential international festivals enable defining priority trends for cultural events in Tartu, and this will make it possible to develop an outline for the stable funding of events by the public sector. Professionals practice in the creative industry and their own active initiative and the easy entrance to entrepreneurship related to the creative industry enables testing and developing company models and systems for small scale productions (art, handicraft, etc). The versatile network of educational institutions and hobby schools and the developing clusters of creative industry institutions enable developing outlines and resources that can contribute to increasing the capabilities of creative industry institutions in succeeding on business markets. In addition, the existing resources give grounds for using digital information and communication technologies. Decreasing external risks by means of strengths The people in the city whose activities are spirited and professional, their active initiative and the easy entrance to entrepreneurship related to the creative industry enable establishing and testing new products and services for different target groups through different marketing resources (therewith, by more actively implementing the modern digital information and communication technologies), which in turn may increase or assist in raising the interest of the market towards the activities and services of the creative industry. The resultant more active business activities in the sector of creative industry contribute to alleviating the risk that funding possibilities from the European Union structural funds and other development funds may start to decrease. Tartu has relatively large human resources active in the creative industry there are many different creative industry institutions, the city has several ethnic minority creative collectives, active action of professional networks exists, the creative industry sector 10

11 includes many amateurs, and there is also a versatile network of educational institutions and hobby schools. All of the abovementioned generates a relatively large number of people, who are more or less connected to the creative industry. As it can be seen that the human resources are versatile and the city produces human resources aware of the creative industry, all this in turn decreases the risk that people connected to the creative industry would be too occupied to participate in promoting the sector. The easy entrance to entrepreneurship related to the creative industry, the developing clusters of creative industry institutions, the versatile network of educational institutions and hobby schools and the existence of potential international festivals establishes a network in Tartu that enables developing and internationalising the creative industry independent of businesses in other sectors. The successful development of the creative industry and the resulting foreign marketing opportunities decreases the risk that other sectors in the city of Tartu (e.g. business and planning) are not interested in cooperating and in promoting the creative industry in the city. The easy entrance to entrepreneurship related to the creative industry creates a situation, where competition is very high and where the success of companies related to the creative industry is influenced by the quality of products and services offered. The quality deriving from the competition contributes to avoiding a decrease in the quality of products due to an increase in the price of raw material and due to the low purchase power of customers. The active initiative of people and institutions participating in the creative industry and the developing clusters of creative industry institutions advertise the creative industry. Attractive advertising of a sector decreases the risk that there are no people interested in acting as cultural managers in the creative industry. The strengths presented in the SWOT analysis table in the previous chapter are also the development resources of the Tartu city and these also coincide with other economic areas. The close connection of the creative industry with other economic areas decreases the risk that there is no public sector interest in being engaged in the strategic development of the creative industry and in the establishment of respective supporting infrastructure. Implementing opportunities to decrease internal weaknesses: The regular introduction of the concept of creative industry and emphasising its significance in different sectors alleviate the weakness that institutions cannot understand the concept of creative industry clearly (they cannot associate it). The creation of communication platforms within and across sectors, enhancing crosssectoral cooperation through different projects and joint marketing establishes prerequisites for the better coordination of work in subsectors. This in turn alleviates the weakness that many creative industry subsectors lack sector-based coordination. The development of cooperation also contributes to the distribution of information becoming more efficient. Enhancing cooperation between the creative industry and other business sectors, taking advantage of funding from Enterprise Estonia for starting businesses and for developing the sector, increasing the capabilities of creative industry institutions in succeeding on business markets, and implementing digital information and communication technology contribute to improving the marketing activities of the institutions and to developing such skills. Cooperation and developing the skills also contributes to marketing activities by the city and this emphasises the creative industry more in the city space. 11

12 Taking advantage of funding from Enterprise Estonia for starting and developing businesses, as well as funding from the Tartu city government and from Eesti Kultuurkapital (Estonian Culture Capital) contributes to alleviating the issue of companies lacking financial resources. The funding enables organising events, participating in international cooperation projects and developing oneself. Enhancing cross-sectoral cooperation through different projects and joint marketing and implementing digital information and communication technology enables establishing databases that give an overview of different creative industry resources, e.g. an overview of ethnic minority institutions, an overview of young creative groups, etc. Enhancing cross-sectoral cooperation through different projects and joint marketing, enhancing cooperation between the creative industry and other business sectors, increasing the capabilities of creative industry institutions in succeeding on business markets establish prerequisites for the improvement of cooperation between institutions. Strengthening specialty studies, cooperation with other schools (e.g. sharing lecturers in specialties related to the creative industry and joint ventures in inviting visitor lecturers in the city) contributes to making specialty programmes related to the creative industry more practical. Funding from Enterprise Estonia for starting businesses and for developing, enhancing cooperation between creative industry sectors through different projects and joint marketing and enhancing cooperation between the creative industry and other business sectors contributes to creating prerequisites and opportunities for developing foreign marketing. The aforementioned opportunities also contribute to joint marketing. An increase in foreign marketing alleviates the weakness that the Estonian market is small. Increasing the capabilities of the creative industry institutions in succeeding on business markets establishes prerequisites for designing sustainable and solid partner relations between different institutions. This alleviates the weakness that today s cooperation between institutions is project or program-based. In addition, this improves the basic knowledge of institutions on entrepreneurship. Strengthening specialty studies, cooperation with other educational institutions (e.g. sharing lecturers in specialties related to the creative industry and joint ventures in inviting visitor lecturers in the city) establishes the opportunity of educating more professional managers with marketing skills. The regular introduction of the concept of creative industry and emphasising its significance in different sectors contributes to ka alleviating the weakness that a soviet habit of expecting significant support and interest from the public sector exists in the institutions related to the creative industry. In parallel to the regular introduction of the creative industry, the introduction of a modern creative person as an enterprising artist also has to be dealt with. Avoiding external risks by decreasing internal weaknesses Strengthening the basic knowledge of institutions on entrepreneurship, improving the marketing activities of institutions and enhancing cooperation contribute to alleviating the risk that there is a lack of interest in the market towards creative industry activities and services. In addition, it contributes to alleviating the risk that as a result of a decrease in funding from the European Union structural funds and other development funds, a great 12

13 decline is to be expected also in the economic indicators of creative industry institutions. An increase in the number of professional managers in the creative industry contributes to people related to the creative industry not being overly occupied. In addition to their main occupation, they will have time to act in developing the subsectors of the creative industry, as marketing activities are taken care of by managers. Strengthening marketing activities by the city for emphasising the creative industry more in the city space may also increase the interest of other sectors (e.g. business and planning) towards cooperation with the creative industry. Strengthening the basic knowledge of institutions on entrepreneurship, improving the marketing activities of institutions, improving the marketing activities by the city that are related to the creative industry and an increase in the number of professional managers in the creative industry contributes to an increase in the interest of foreign markets in the products and services of the Estonian creative industry. Improving business skills, developing joint marketing and entrance to foreign markets increases the possibilities of finding consumers also for more expensive products. An increase in business experiences and skills alleviates the risk that the quality of products decreases due to raw material becoming more expensive and due to the low purchase power of customers. Improving the marketing activities by the city that are related to the creative industry makes the creative industry more attractive and this in turn alleviates the risk that people lack interest in acting as cultural managers in the creative industry. The respective risk can also be alleviated by improving the marketing activities of institutions. Entrance in foreign markets and the increasing interest of foreign countries in the products and services of the Estonian creative industry increase the attractiveness of acting as a cultural manager in the creative industry. An increase in the self-initiated cooperation of creative industry institutions, joint foreign marketing and organising sectoral events on their own initiative contributes to alleviating the risk that the public sector lacks interest in dealing with the strategic development of the creative industry and in contributing to establishing the respective supporting infrastructure Comparison of the Creative Industry with the Entrepreneurship in Tartu Subsequently, the results of the present study and the sociological study Entrepreneurship in Tartu (Tartu Ülikooli..., 2011) have been compared. Only some results and common issues that emerged during the study have been compared with the results of the study Entrepreneurship in Tartu to understand if the situation of the creative industry companies is similar to the situation of entrepreneurship in Tartu. In the study Entrepreneurship in Tartu, it has been found that most of companies operating in Tartu are legally private limited companies. 87% of the companies are independently operating single companies. The same can be said about the creative industry companies 75% (the result is based on the analysis of the data on companies from the Central Commercial Register) are independently operating single companies (private limited company, limited partnership, selfemployed, etc). 13

14 The companies in Tartu are characterised by the fact that half of them are focused on planning workforce demand (Tartu Ülikooli..., 2011: 7). The low strategic planning generally and of workforce is, according to the results of the present study, also characteristic of companies acting in the creative industry. During focus group discussions held within the framework of the study, it occurred that many entrepreneurs are not active at the moment in developing or expanding the company, in finding new employees or in planning other similar activities because they lack the physical and financial resources, which is mainly caused by the low purchase power of customers. Deriving from the answers to the study questionnaire, focusing on solving the problems in the current year also refers to relatively keen interest in strategic planning as well as economic and management training (Tartu Ülikooli..., 2011: 8). The study Entrepreneurship in Tartu states that the awareness of company managers about organisations offering financial support to companies is relatively low. The same results occurred in the present study concerned with mapping the creative industry. A lot of institutions related to the creative industry would like more information about funds and funding schemas, and many are also interested in project compiling. As most of the companies operating in the creative industry are small companies, the following only describes the situation of small companies. According to the information presented in the study Entrepreneurship in Tartu, companies with 0-4 employees are interested in acquiring more information about different funding possibilities for developing companies, they would like to find qualified workforce, information about the plans of the Tartu city, information that would be helpful in finding customers and receiving orders, a database of companies, and they are interested in improvements to the availability of information, etc (Tartu Ülikooli : 60). Deriving from focus group interviews and answers to the study questionnaire, it occurs that the wishes of small companies in the creative industry are similar to the wishes of other small companies. Small companies in the creative industry are interested in more information about funding possibilities, in higher quality information exchange and its prevalence, in the existence of databases on companies and producers of material, etc. On the basis of the comparisons described above, it can be assumed that the situation and behaviour of institutions related to the creative industry is relatively similar to the general entrepreneurship in Tartu. 4. Recommendations 4.1. Recommendations for developing the creative industry in the city of Tartu Based on the results of the present study, it can be said that five major issues should be dealt with in developing the creative industry in Tartu: Developing a suitable infrastructure for the development of the creative industry; Increasing the economic capability and export potential of institutions and companies; Developing training and information activities related to the creative industry; Developing marketing activities related to the creative industry; Developing cooperation networks within and between sectors. The following includes suggestions that derive from the results of the study and from observations 14

15 made during the study. The suggestions are divided into five categories according to the general issue: developing the infrastructure, developing economic activities, developing training and information activities, developing marketing activities, developing network-related activities. Partly, such categorisation derives from the guideline Urban Creative Poles Methodology of SWOT analysis of cultural and creative industry (CCI) (Cottbus, 2011), the compilers of the study added the group of developing training and information activities. The recommendations also support the general recommendations for developing the creative industry presented in the study of the European Commission Green Paper Unlocking the potential of cultural and creative industry. The following list of recommended activities also includes some activities that were already mentioned in the study Mapping cultural sectors in Tartu and the strategy of the creative industry conducted by OÜ Hansenid in 2008, because these activities are still topical and necessary. Developing the infrastructure Promote the development of an infrastructure that would support the development of the creative industry developing quarters related to the creative industry and including those in the general plan of the city, establishing versatile performance halls (for cultural self-expression) in the city space. Activities: Prepare a study that designates the most suitable quarters for the development of the creative industry, therewith taking into account the existing infrastructure and city planning. Hold regular meetings between the Tartu Centre of Creative Industries and the city government. Promote establishing quarters suitable for creative industry into different city districts, for example to provide opportunities to change the existing and the new districts culturally attractive. Find places and funding for building appropriate open air stages that can be used for different creative activities. Create clusters of creative institutions into different areas or districts of Tartu. Prepare a strategy for centres that group the creative industry institutions of Tartu (for developing and creating of creative industry clusters). Establish centres that group creative industry institutions into different parts of the town. Develop a creative industry centre and incubator acting within Southern Estonia. Develop a regional creative industry development centre, which services creative industry companies and the non-profit sector and advises the whole Southern Estonia in the very area. The centre could draw together people from different sectors and contribute to developing cooperation networks. Develop further the creative incubator services, which currently operate in the rooms at Kalevi 13 and where starting companies can rent business rooms and supporting services for larger number of starting companies at a discount rate. Encouraging economic activity 15

16 Develop the joint and cross-usage of existing resources (people, technology, materials, etc) within and between sectors. Create a creative industry database of available and sharable resources; create an information exchange environment on the subject and a database of companies related to the creative industry. Activities: Create a database of available and shareable resources related to the creative industry and establish an information exchange environment on the subject. Create a basis for cooperation concerning the sharing of resources through joint projects. Create a database of companies, institutions and other environments related to the creative industry in Southern Estonia with an option to integrate it with the database of resources and information exchange, if possible. Contribute to an increase in export capability by training, study trips and foreign contacts mediation. Support the sustainable development of creative industry companies. Activities: Organise information days, seminars and training, during which manufacturers are informed about the importance of the work of professional creative people in product manufacturing processes and in guaranteeing the quality of the product (e.g. manufacturers are informed about the influence of designers and interior decorators on their activities). Compile mentoring programmes for supporting and motivating starting and already operating companies in the creative industry find entrepreneurs who would be willing to supervise starting creative industry institutions and encourage other economic enterprises to use the services of creative industry companies. Encourage research and institutional cooperation between organisations in the creative industry and in other sectors. Initiate joint projects accordingly. Developing training and information activities Create a training program for educating competent cultural managers (thereby also experienced project managers). Activities: In cooperation with educational institutions, develop the respective training and study programmes to meet the respective needs. E.g. organise a study among students to assess the existing programme and to examine which expectations creative industry institutions have for the skills of cultural managers. Create practical training opportunities for university students in various creative industry companies, in projects or initiate trans-company projects that are run by students of culture management. Elaborate additional training courses for cultural managers. Initiate discussions between relevant university faculties to ascertain the need for a joint curriculum. 16

17 Increase the economic capabilities of creative industry institutions by training, practical workshops and cooperation projects so that they would succeed in the business market. Activities: Create special training to increase the competence and capabilities of creative industry institutions. Marketing and export-related training, specialty additional training and management and development of companies are essential. A more detailed study about the subjects examined during additional training should be carried out among the target groups to ascertain the most important themes and methodologies provided during the trainings. Initiate cooperation projects between institutions that develop their economic competence (including the know-how of joint marketing). For example, initiate projects, during which companies have to execute certain tasks as pilot projects (creation of a joint product and its export plan) that have a direct impact on their activities. Organize study trips to foreign countries for companies. From the universities side, involve more institutions operating in different sectors in developing study programmes related to the creative industry or form an advisory group of institutions, the cooperation of which contributes to making study programmes conform to the demand and conditions of the labour market (more practical). Activities: Initiate joint projects between educational institutions and institutions related to the subsectors of the creative industry in Tartu that enables knowledge-based learning between masters (experts) and students. Make business studies more practical in the study programmes related to the creative industry, so that a young person who has acquired an occupation could manage by him/herself in the business market. Engage in society-oriented information work that introduces creative people as artists who are also small business owners and their own managers. Activities: Organise various information events, produce publications, films, activities, etc that introduce creative people as artists who are also small business owners and their own managers. Distribute materials in schools, in institutions related to children and youth as well as in other public spaces. Initiate cooperation projects with schools, where creative people introduce their activities and at the same time, the fact that one has to be one s own manager. Organise information events for companies to raise the awareness of companies about how they can develop and create additional value to their products and services (marketing, product design, etc) through the creative industry. Inform the young people in Tartu acting in the creative industry about the possibility that creative industry companies can create and start their own businesses. Activities: Continue with business plan compilation training. 17

18 Continue with advisory services for the creative industry. Developing marketing activities Be regularly active in introducing the definition and significance of the creative industry to different target groups by various activities, events, etc. Organise information days and campaigns relating to the creative industry in Tartu. This according to creative industry sectors as well as generally. Initiate cooperation projects, where creative industry institutions introduce their everyday activities. Initiate different projects, which raise the customers awareness about the creative industry and develop the skill of assessing the quality of products and services. Turn the marketing of the creative industry in the Tartu city more efficient. Activities: Link the marketing activities of the Tartu city more with cultural marketing. In cooperation with creative industry institutions and the Tartu city government, develop a marketing strategy for the creative industry in the Tartu city. Contribute to the development of joint marketing related to the creative industry (find resources to support it (incl. human and financial resources)); Organise joint marketing and create trans-sectoral clusters for completing larger orders. Make information concerning creative industry institutions easily and readily available to tourists; Compile various information booklets, publications and cards related to the creative industry (trans-sectoral as well as sector-specific) that would be available in public spaces. Install touch-sensitive screens in public places and in companies attractive to tourists (e.g. tourist information office, Kaubamaja (department store), Aura Centre, Dorpat conference centre, etc) that offer information about the institutions, their activities as well as about cultural events happening in Tartu. Establish a marketing network between creative industry institutions e.g. establish visible information signposts in the city space that direct people from one creative industry quarter to another. Expand the scope of cultural events happening in Tartu. Activities: Make cultural events happening in Tartu attractive internationally as well and add characteristics to the events each year that make them extraordinary, so that the events are noticed and presented in the Estonian media and thus, the number of visitors are increased. Emphasising the distinctive character of cultural events in Tartu. 18

19 Developing cooperation between festivals to develop marketing. Make information necessary for export available for creative industry institutions. Activities: Contribute to developing cooperation between creative industry companies and to developing joint marketing. Develop joint brands, etc. Conduct a study that examines which target markets and information creative industry institutions are interested in. In cooperation with Enterprise Estonia, increase the amount of information about training related to introducing export markets for creative industry institutions. In cooperation with Enterprise Estonia, adapt training of export markets to the interests of creative industry institutions. Developing networks Strengthen cooperation between different creative industry sectors. Activities: Analyse more thoroughly the necessity of sectoral coordination according to creative industry sectors. If necessary, develop the most suitable models of trans-city coordination for each sector on the basis of their characteristics. Initiate cooperation projects to develop the cooperation and joint marketing of creative industry institutions (by extra-sectoral initiators) that establish an output, necessity and obligations also for their further cooperation. Sector-based roundtables have to be organised to exchange knowledge, experiences and information, which is necessary for the development of the creative industry and for the appearance of sector-based leading people and communication networks. As many sectors lack coordinators and initiators, discussions have to be initiated by extra-sectoral institutions, for example by the Tartu Centre of Creative Industries. Strengthen the cooperation of creative industry institutions with companies that have included creative people in their activities, encourage them in their activities and set them as an example for others (e.g. in training, in publications, etc). Encouragements by the Tartu Centre of Creative Industries and the city government to ethnic minority collectives to present their activities more. Involve them in cooperation projects and in the existing events in the Tartu city. Conduct the mapping of creative collectives that have not been registered in Tartu. Therewith, conduct the separate mapping of ethnic minority collectives in Tartu. Cooperation with Vabatahtliku Tegevuse Arenduskeskus (Volunteer Work Development Centre), develop a volunteer network working with festivals. Establish a training program that provides volunteers with competence to help with different festivals and events. 19

20 Encourage the active involvement of existing strong creative industry institutions in sectoral activities and the rest of social life e.g. involve them in planning and development discussions and decision-making processes. Contribute to creating events and activities introducing different sectors. Develop cooperation with the rural municipalities, local governments and creative industry centres in Southern Estonia, raise general awareness of the creative industry, offer training and joint marketing to the artists and companies of the region as well as provide possibilities for foreign marketing. Make information exchange between and across different creative industry subsectors more efficient. Activities: Assess the possibilities of increasing the efficiency of existing information exchange channels and if necessary, develop information exchange channels and environments suitable for creative industry institutions (web-based as well as in an actual form visible in the city space). The cultural vision of Tartu for 2013 designates that Tartu is a creative city recognised as such in Estonia as well as on the international level, and it is characterised by creators who are active in international networks, a competent and active audience, and that it is all constantly presented in the media (Tartu Linnavalitsus (Tartu city government) 2008). Development goals for achieving the vision are the following: The cultural life of Tartu is open and innovative; Tartu is a developed and successful city in relation to the creative industry; The cultural life of Tartu is diverse, sustainable and based on cooperation; Tartu is a diversified, quality providing and stimulating environment for cultural creation and cultural participation; Tartu has an audience that is active, competent and influences the development of the cultural sector (Tartu Linnavalitsus, 2008). The recommendations reported in the present study generally support the development plan of the Tartu city culture, sport and youth work sectors for years as part of implementing the cultural vision of Tartu Priority sectors in developing the creative industry in the city of Tartu In designating the priority sectors, the goal has been to designate priority sectors from the perspective of foreign marketing and place marketing in the city of Tartu. The foreign marketing priorities also include sectors that could be the most important due to the lack of marketing or other competence. Based on the results of the present study, the following sectors have been designated that could, in the context of Tartu, be the priority in foreign marketing related to developing the creative industry. The sectors are divided into two groups. The first are those, the growth of the companies of which 20