TCI 2016 Clusters enabling city economies: Barcelona

Titel presentatie[Naam, organisatienaam]

Working Day - Track: Cities & CompetitivenessClusters enabling city economies

Lluís Ramis

Clusters enabling city economies: Barcelona

Clusters enabling city economiesC4:| Eindhoven, Netherlands10th November 2016

Tale of two citiesBarcelona- Smart City approaches- Creative Industry focus

Glasgow- Maximising the Creative

economy

Discussion and sharing experience- Tell about your journey- Travellers tips

Pg. 4

SMART CITY- BARCELONA & CATALONIA

City: 1.6MMetro Area: 3.2MMetro Region: 4.8MCatalonia: 7.5M

INTERNATIONAL RECOGNITION

22@ DISTRICT: THE OPPORTUNITY

www.cluster-development.com

Barcelona City Council

Support business Development (cluster approach)

Start-upsInnovation

Pilot projects

Urban Lab “Clúster”

SC Campus

International Trade Missions

Smart City Strategy(Demand side)It Department

• City Os• Pilot Projects• Sensor Platform (Sentilo)• Urban lab for testing• Open data platform• Agreements with international big

companies (Cisco, IBM, GDF Suez,…)• City Protocol• SC Expo and Congress• Open government• It infraestructures• …

Pg. 6

Source: Cluster Development. Barcelona Municipality. 2014

SMART CITIES RELATED COMPANIES

Nº of companiesTotal Focus on cities

Turnover (M €)

Sensors / Hardware IoT 25 25 54

Management of services 37 37 2,882

EQUIPMENTProducts for managing the services- 45 45 313.5

Infrastructure management and Telecommunications operators 8 8 898

Consultancy 43 43 237

BIG Data and Business Intelligence 6 6 3.7

Other suppliers of the city 42 42 275

Technology integrators 10 10 1,002

TOTAL 216 24,600 216 5,667

Pg. 7

CATALAN AGENTS AND INITIATIVES RELATED TO THE SMART CITY SECTOR

Map of initiatives and entities related

to cities in Catalonia

Public Administrations

stimulating projects and

initiatives

Organised Clusters

Universities, technological centres and other agents

Trade Fairs

International networks located in Catalonia

Source: Cluster Development, based on Mercantile Registry data, SABI and interviews.smartcity.bcn.cat/en

Pg. 8

Source: Cluster Development. Barcelona Municipality

SMART CITIES RELATED COMPANIES

Nº of companiesMobility Lighting Waste Water Security Facility

ManagementE-

Government Transversal Other services TOTAL

Turnover (M €)

Sensors / Hardware IoT 9 23.67 1 1 1 1 1 0.05 6 7,9 7 21 25 54

Management of services 8 535.3 6 47,7 7 1,560 5 32 3 239 3 385 8 65 37 2,882

EQUIPMENTProducts for managing the

services- 34 24.36 18 210.5 6 77 3 2 45 313.5

Infrastructure management and Telecommunications

operators1 0,1 7 897 8 898

Consultancy 19 55 1 0.01 3 0,5 4 1.3 1 0.01 6 148 9 42 43 237

BIG Data and Business Intelligence 6 3.7 6 3.7

Other suppliers of the city 4 4 1 1.5 200.5 3 12.5 6 1.5 32 60 42 275

Technology integrators 10 1,002 10 1,002

TOTAL 51 641 26 259 14 1,637 9 33 10 249 11 595 4 12.5 42 2,074 49 167 216 5,667

Smart City in Catalonia | ACCIÓ Competitiveness Reports May 3, 2023 | 9

Strategy and Competitive Intelligence Unit

Some Catalan Smart City CompaniesSmart Grid

City services

City equipment

IoT technologies and big data

Smart mobility Smart environment Smart Communications

Smart traffic Smart parking Smart wasteSmart waterSmart vehicle

Source: Cluster Development, SABI and interviews.



Trade Fairs of the Smart City Sector

IOTSecurityMobilityNatural EnvironmentLighting

Business area to city

B2B area

Smart City Expo World Congress (SCEWC) is the international summit of discussion about the link between urban reality and technological revolution. Since its first edition in 2011, It has succeeded to become a referential global event to support the development of our cities.

• Results of the 2015 edition:

• High attendance of Colombian, Mexican, Brazilian and Indian companies.

• Promotion of 70 Catalan start-ups.

• Enhancer framework of the Barcelona brand.

Source: Fira de Barcelona.


VERTICALS

Public- Private Coordination(Region, City Council, IT,...)

Policy of Attracting FDI (very focused)

INTERNATIONAL BUSINESS DEVELOPMENT INNOVATION PROJECTS w. COMPANIES BUSINESS COMMUNITY (Networking)

Improving Entrepreneurship in Smart City domain

Attracting and retaining talent Policies

Mobility Lighting / energy

SMART CITIES ACTION PLANCOMPANY FOCUS (SUPPLY)

DEMAND ACTIONS

1. Smart Region (SaaS Platform for small city councils)2. City Buyers Community (IT profile+ perfil gestors verticals)3. Relationships with clusters (Rail, Energy, water,...)4. Innovation in Public Procurement (new criteria)5. Research & Innovation Topics

New PPP models Big data / Business Intelligence IoT

TRANSVERSAL

Sensors Communications Operative Systems

& platforms

Innovation Ecosystem actions


VERTICALS

Public- Private Coordination(Region, City Council, IT,...)

Policy of Attracting FDI (very focused)

INTERNATIONAL BUSINESS DEVELOPMENT INNOVATION PROJECTS w. COMPANIES BUSINESS COMMUNITY (Networking)

Improving Entrepreneurship in Smart City domain

Attracting and retaining talent Policies

Mobility Lighting / energy

SMART CITIES ACTION PLANCOMPANY FOCUS (SUPPLY)

DEMAND ACTIONS

1. Smart Region 2. City Buyers Community (IT profile+ perfil gestors verticals)3. Relationships with clusters (Rail, Energy, water,...)4. Innovation in Public Procurement (new criteria)5. Research & Innovation Topics

New PPP models Big data / Business Intelligence IoT

TRANSVERSAL

Sensors Communications Operative Systems

& platforms

Innovation Ecosystem actions

Technology Guide for cities Platform as a Service

City Innovation Challenge

Smart Observatory (solutions)

Smart Lab



Source: Cluster Development.

Prioritisation of 5 Markets

EU

• London-11,2

UAE

Dubai-2,4 Sharjah-1,2• Abu Dhabi - 1

• New York-18,5• Los Angeles-12,3• Chicago-8,7• Miami-5,8• Dallas-5,7• Houston-5,6• Filadelfia-5,5• Atlanta-5,1• Washington-4,9• Boston-4,2• Phoenix-4,1• Detroit-3,6• San Francisco-3,3• Seattle-3,2• San Diego-3,1• Las Vegas-2,2• Baltimore-2,2

USA

Seoul-9,7 Busan-3,2 Daegu-2,5 Incheon-2,7 Daejon-1,6 Gwanju-1,5 Yongjin-1 Suweon-1 Changwon-1

South Korea

Bogota 9,7M Medellin 4M Cali 2,6M Barranquilla 2M Cartagena 1M Bucaramanga 1,2M

ColombiaMarkets

Population Density

Cities in red: best opportunities.



Potential Investment Opportunities: Criteria

Source: Cluster Development.

―Attracting Private Investment to the Sector• Offices for marketing and sales• R&D Centres• Partner programmes• Manufacturing Centres

―Companies without “Smart” presence in Catalonia• Companies without offices or delegation in Catalonia• Companies with presence in Catalonia that do not sell smart solutions in their global portfolio• Companies creating R&D centres related to the Smart City world that have not chosen Catalonia

―Consider the technological development of the company

―International projects during the last 4 years

―Turnover and jobs created

―Products for cities and presence in rankings of international prestige



Potential Investors in Catalonia in the Smart City Sector

Source: Cluster Development, based on Navigant research, fDi Markets and interviews.

Natural Environment

Lighting Mobility Facility Management

Telecommunications

Infrastructure Connectivity

Data Integration Platform

BIG DATA Analysis

City’s Operating System

Pg. 17

Cultural & Creative Industries

Cultural & Creative Industries Mapping- Business scope, value chain, stakeholders to be involved- Some examples (Video gaming , fashion retail)- Key success factors for cluster initiatives

www.cluster-development.com 18

UK GERMANY SPAIN FRANCE WIPO UNESCO UNCTADMAPPING PROJECT

Visual artsMusicPerforming artsBooksPressFilms and audiovisualTV and radioCraftsMuseums and heritageArchiving and librariesSoftware / MultimediaVideo GamesDesignInterior designFashionJewelryToysArchitectureAdvertisingLanguageGastronomySportsCultural tourismUrbanismBiotechnologyPharmaceuticals

Scope of the projectSource: Creative Economy Report, (UNCTAD, 2010), Mapping Toolkit for Creative Industries (DMCS , 2010), Priority report for Creative Industries, (European Cluster Observatory , 2011)


Mapping Cultural and Creative Industries in Catalonia

Mapping COMPANIES(vs statistical data)

BUSINESS classification(vs generic industries and

statistical codes badly assigned)

BROAD and INCLUSIVE scope (whole value chain, from creation to

distribution + creative and cultural sectors)

STRATEGIC SEGMENTATION (according to strategic challenges)

DIMENSIONING OF CULTURAL AND

CREATIVE INDUSTRIES IN CATALONIA +

STRATEGIC APPROACH

OBJECTIVE DIFFERENTIAL METHODOLOGY


Cultural and creative industries in CataloniaNumber of companies % companies Last turnover

(Million €) % Last employees % Employees

CREATIVE TRANSMEDIA 3.798 37,85% 7.805,47 43,66% 34.548 38,05%PUBLISHING 2.073 20,66% 3.938,17 22,03% 17.462 19,23%AUDIOVISUALS 642 6,40% 1.969,17 11,02% 6.552 7,22%MEDIA 449 4,47% 1.648,13 9,22% 7.956 8,76%MUSIC 565 5,63% 197,00 1,10% 1.997 2,20%VIDEO GAMES 69 0,69% 53,00 0,30% 581 0,64%DESIGN BASED INDUSTRIES 2.099 20,92% 6.251,77 34,97% 32.251 35,52%FASHION 1.252 12,48% 5.278,40 29,53% 23.968 26,40%HOME INTERIORS 847 8,44% 973,37 5,45% 8.283 9,12%PROFESSIONAL CREATIVE SERVICES 3.521 35,09% 3.511,84 19,65% 21.669 23,87%ADVERTISING & COMMUNICATION 1.680 16,74% 3.077,38 17,22% 11.632 12,81%ARCHITECTURE & URBANISM 1.300 12,95% 236,00 1,32% 8.000 8,81%LANGUAGE INDUSTRY 240 2,39% 130,00 0,73% 1.423 1,57%THIRD PARTY DESIGN 301 3,00% 68,46 0,38% 614 0,68%LIVE CULTURE 617 6,15% 307,06 1,72% 2317 2,55%PERFORMING ARTS 311 3,10% 156,48 0,88% 1.643 1,81%LIVE MUSIC 24 0,24% 107,24 0,60% 250 0,28%VISUAL ARTS 282 2,81% 43,34 0,24% 424 0,47%TOTAL 10.035 100% 17.876,14 100% 90.785 100%

Font: Cluster Development a partir de dades del registre mercantil d’empreses amb seu a Catalunya en actiu i amb CNAE’s relacionats amb sectors culturals i creatius, classificades individualment segons negoci principal


Cultural & Creative Industries Strategic segmentation

21

PROFESSIONAL CREATIVE SERVICES

DESIGN BASED INDUSTRIES

CULTURAL TRANSMEDIA LIVE CULTURE

Fashion

Home interiors

Crafts

Films, fiction and entertainment for TV and

documentaries

Animation

Interactive digital contents

Publishing

Music

Performing arts

Visual arts

Live music

COMMUNI-CATION

Graphic design Corporate events productionProfessional music production

Professional audiovisual prod.

Advertising and communication agencies

Language industry

BUILDINGArchitectural services

Interior and spaces design


DESIGN BASED INDUSTRIES – Mainly manufacturing industries, high probability of clusterization within the country (not urban)• Habitat industries (including furniture, lighting, decoration, interior crafts, building materials with a design component)• Textiles, clothing (Incl. fashion and home textiles and clothing manufacturing companies, and also fashion designers) CULTURAL TRANSMEDIA – traditional cultural industries with growth potential in terms of managing different platforms (analogical + digital), higher internationalization potential, higher probability to be found within urban areas (not that geographically clustered as design based industries)• Publishing (from publishers to its value chain, including literary agents, or printing houses. Archives and libraries, are part of value chain but

they are usually public),• Audio-visual and Multimedia (including film, photography, radio, television producers and broadcasting companies)• Videogames • Music (including music producers and live music promoters) LIVE CULTURE – strongly related to local culture, local traditions, less potential for internationalization, and thus low potential to identify traded - clusters• Performing arts (including theatre, dance, etc. companies)• Visual arts (including disciplines such as sculpture or paintings, and also art galleries) • Heritage management (including organizations managing museums, archeological and historical places, and also companies supplying

specialized products and services for these organizations, such as restoration and conservation companies) CREATIVE PROFESSIONAL SERVICES – in general, industries with less degree of internationalization, low potential of existing clusters, since they will be local focused clusters• Advertising (including advertising and communication agencies, graphic design companies and professional music and multimedia

producers) • Architecture (architecture and also interior designers)

Cultural & Creative Industries Strategic segmentation


Example of detailed business information

INDEPENDENT PROFESSIONALS

EQUIPMENTS

MUSIC INDUSTRY – 589 COMPANIES/ 304 M€

Total estimated > 4.000 musics(Assoc. musics jazz and modern music-310; Assoc. composers-117; Assoc. Classic music performers– 167; Musicat - 3100; Assoc TGN musics -242

Total budget main public equipments 2012: 53,2 M€

(Liceu, L’Auditori, Palau de la Música Catalana)

SECTOR COMPANIES%

COMP.LAST TURNOVER

(M€) % TOLAST

EMPLOYEESMUSIC 589 5,92% 304,42 € 1,72% 2.247Music promoters 24 4,07% 107,24 € 35,23% 250Musical spaces 74 12,56% 82,00 € 26,94% 989Record labels 15 2,55% 22,59 € 7,42% 65Musical instruments manufacturing 7 1,19% 12,85 € 4,22% 64Associated services for music recording 4 0,68% 10,86 € 3,57% 14Management 8 1,36% 6,27 € 2,06% 23Associated services for music diffusion 4 0,68% 5,84 € 1,92% 25Artists and creative 9 1,53% 5,35 € 1,76% 90Music specialized retail 9 1,53% 4,19 € 1,38% 31Recording infraestructures 10 1,70% 2,66 € 0,88% 22Other companies related to music 323 54,84% 34,90 € 11,47% 525Other comp. related to music edition & record 84 14,26% 8,39 € 2,75% 120Other comp. related to music retail 18 3,06% 1,27 € 0,42% 29

CREATION PRODUCTIONDISTRIBUTION

EXHIBITION

SALE

MARKET

Source Cluster Development , from SABI Online (*) data of companies statistically classified


M

A

N

A

G

E

R

S

Development and production Canal Market

End –user (b2c)

RetailersMass market

Retail specialized chains

Independent retail

EtailersDescàrrega: iTunes, ...

Mobile Ringtones, ...

Streaming: Spotify, ..

Music Value Chain

CreationCompound

er

Lyrics writer

Performers

Music groups

DJ’s

Orquestres

Bandes

VocalistsAuto

rsAr

tiste

s

Altres

Record label companies

Difusió

Promotion

Live music

Ticketing companies

Concert PromotersSites Discos

Music halls

Professional (B2B)

Advertising agency

Audiovisual producers

Com

pani

es fo

r pr

omoti

on &

mkt

Music producers for professional customers (B2B)

Videogames companies

MediaTraditional media Online: Youtube, Stereomod, ...

FestivalsPublic equipments

Producers


Videogames value chain

Middleware & development tools

Distributors (MM)

Traditional retail

E-tail

Portals Publishers

Independent portals

Markets Consoles

Mobile / Communication Operators

Mobile Markets

Social media

TV Markets

Intellectual property

Licensing IP Management

Publishers

“Pure Player” Publishers

Plat

afor

mes

Cro

ss P

rom

otion

, Affi

liate

Pro

gram

s

Postproduction services

Producers Virtuals

Geographics

“Non-Pure Players” Publishers

Majors

Book - Publishers

Platforms

PC/CONSOLE

Apple/Android/

MS/ …

SmartTV

Web

OthersCorporate Customer (Gamification)

DevelopmentPRE- PRODUCTION PRODUCTION POST-

PRODUCTION

Producers / Local publishers

Indies

Game Factories

OWN IP VS SERVICES

Tourism

Clou

d

Toys

Ads agencies / Companies

FIN

AL C

ON

SUM

ER

Training

...

26

2012 2015 *

Turnover (M€) 53 M. € > 250 M. €

Companies 69 >150

Employment 581 jobs > 2,500 jobs

• Strong Growth last 3 years• High concentration : 7 companies account for 85% of turnover. • Increasing number of Start up’s that would develop own products but most of

them provide services to other developing companies• Strategy Trade off ( own IP vs Value added services for other companies)

Video gaming cluster in BarcelonaSOME DATA

Source: Video gaming Study, 2012. SABI. * 2015 is an estimation

Social Point evolution (2012-2015)


Traditional textile industry

Generic value chain in the textiles industry

Product-based segmentation brings about supply oriented clusters

Cluster mapping exercise in Catalonia (2005)


Raw material providers

Weavers / knitters

end consumer

Dyeing and

Finishing

28

Garment manufacturer

s

Distribution

channel

Strategies within the textile clothing industry

• Vertical integration towards retail building brand awareness, managing production globally, …

Branding retail

strategy

Global management of

production

Other markets (Auto, ...)


“New” fashion sector – New demands

Pg. 30

•Lobby in Brussels to redefine liberalization agreements and implement new tariffs•More funds for the restructuring of the textile sector plan•Get tax breaks for investments in the realization of the typical samples•More funds to go to fairs, events •More R+D funds for the 3 local technological centers•Grants to purchase machinery •Training activities for industrial engineering profiles with focus in productive textile industries.•Grants to apply new ICT tools to businesses and products.•Funds to participate in the European Textile Cities Network for collaborative projects.

Brand and Retail strategy action plan (Barcelona fashion cluster, 2006)

Requests from traditional textile industry associations- (Catalan textile cluster, 2005)

Final Consumer market research

Fashion Retail Academy

Brands Channel Program(Information Systems)

Improving Global Sourcing in AsiaJoint purchases

Diffusion of environmental agentsChannel program marks

Market studies, local partners

Specialized Venture capital

Intelligence market

Professional profiles

Stores management

?Purchasing

and logistics?

Brand management

?

internationalization?

Financing growth

DIFFERENT STRATEGIES, DIFFERENT ACTIONS


Examples of common strategic actions developed within the fashion retail cluster in Catalonia

• Fashion academy. (benchmarked London)• Master in retail (with ESADE business school, first of many training

programs currently existing)• …

Pg. 32

KEY CONCEPTS

Statistical orientation vs. business industry

focus

BUSINESS SEGMENT

Define the future (and successful) strategies in a

business

BUSINESS STRATEGY

CLUSTER INITIATIVE

It’s juts a tool to have joint discussions about future strategies and implement

strategy’ aligned actions with the companies and other stakeholders

COMPETITIVENESS

The ultimate goal

Pg. 33

KEY FACTORS IN A CLUSTER INITIATIVE

DEFINITION OF THEBUSINESS SCOPE

BUDGET CO-FINANCING

GOVERNANCE CLUSTER MANAGEMENT

CORE LEADING COMPANIES

INVOLVEMENT AND MOTIVATION OF COMPANIES

STRATEGIES FOR THE FUTURE

ACTION PLAN

T I M E

CONNECTION WITH EXISTING STRUCTURES

Related business and strategy

Motivation / private sector involvement

Institutional aspects

Organization and management of cluster

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Lluís Ramis [email protected]

twitter.com/CLUSTER_DVLPMT

Leaders in several countries

Accumulated experience in different countries (developed, emerging,..)

Specialization (+30 projects and 1.000 private sectors interviews per year).

Methodology transfer and training (for cluster managers, policy makers,..)

Focus on a short-term implementation.

Innovative business definition by strategy segmentation

Contact:

Businesses change, successful strategies change...The way we work with cluster

also changes

Barcelona | Mexico | Medellín | Lima

mailto:[email protected]

Pg. 36

SHARING TRAVELLER’S TALES1. Smart City

How to build a successful Smart City Strategy?How to involve existing clusters?Main challenges and opportunities

2. Creative CityWho needs to be involved?Key success criteria for creative clustersMain challenges and opportunities

3. Clusters and citiesHow to align agendas across the cityDifferent approaches (top down/bottom up)Main challenges and opportunities

Pg. 37

Our team has accumulated a wide experience in the fields of strategy and clustering, accounting more than 200 projects related to cluster development in more than 40 different economic sectors.

The company has a worldwide experience, from pioneering regions such as Barcelona and Medellin, to development countries and leading economies.

The company counts with more than 25 highly specialized consultants and a team of international collaborators

To reinforce and strenghthenthe competitiveness of the clusters and its companies.

THE COMPANYCluster Development is specialized in the development of cluster strategic’ initiatives with a main, final objective:

+200 Cluster

Initiatives

+40 Different economic

sectors

International collaborations



Smart City Sector: companies breakdown (II) Nº of companies

Mobility Lighting Natural Environment Water Security Facility

ManagementE-

Government Transversal Other services TOTAL

Turnover (M €)

Sensors / Hardware IoT 9 23.67 1 1 1 1 1 0.05 6 7,9 17 21 35 54

Provision of services 8 535.3 6 47,7 7 1,860 5 32 3 239 3 1,185 13 65 45 3,965

Products for the provision of services 11 24.36 18 210.5 12 77 4 2 45 313.5

Infrastructure management and Telecommunications operators

1 0,1 7 897 8 898

Consultancy 19 55 1 0.01 3 0,5 9 1.3 1 0.01 11 148 9 42 53 247

BIG Data and Business Intelligence 6 3.7 6 3.7

Other suppliers of the city 4 4 1 1.5 5 20.5 3 12.5 6 1.5 47 60 66 285

Technology integrator 10 1,202 10 1,203

TOTAL 51 641 26 259 20 1,937 9 33 10 249 24 1,395 4 12.5 57 2,274 69 167 270 6,969

Source: Cluster Development, based on SABI and interviews.



Smart City Supply in Catalonia

―Smart supply in Catalonia is focused on the provision of services and the production of equipment

―In Catalonia, there are many initiatives and entities related to smart cities: public administrations boosting projects and initiatives, organized clusters, universities, technological centres and other agents, fairs and international networks

―Mobility and lighting are sectors with an important critical mass, and transversal companies (mainly communication) have an important relevance within the sector

―Barcelona hosts the most international Smart City congress to date, which attracts diverse profiles due to the B2City nature and contributes to the networks brand Barcelona

―Equipment and product companies, Big Data services and IoT hardware products have a high export percentage

Economy & Finance

TCI 2016 Clusters enabling city economies: Barcelona