Institutional Support plays a major part for the av-industry: law and regulations, business development and distribution services, cluster development, funding schemes etc. First Motion aimed at improving the institutional support for cross- and transmedia productions. Therefore, it needed the basic research and, just as important, practical experiences.

The project partners formulated first recommendations and open questions on three points:

  1. business development services, law, funding schemes for public authorities
  2. creative clusters and better cross-industry interlinkages for public authorities
  3. digital distribution for av-industry’s SMEs and public bodies

In the following, we present some of the recommendations that were made. Check out all recommendatons in our download centre.
 

Recommendations on Business Development Services, Law, Funding Schemes for Public Authorities

  • The convergence of media requires a completely different way of dealing with cross- and transmedia projects compared to classical media. It has to be decided on national or regional level which structure or institution is going to foster these new ways of production and distribution: traditional film funds with the knowledge of the industry in film and media or new public bodies in charge of promotion of economic development.
  • The sixteen pilot projects within First Motion confirmed our understanding of an especially strong need of mentoring and financial support during the development of projects on the one hand and over the period of positioning and marketing on the other.
  • Cross- and transmedia projects have a higher demand of financial and time investment. They mostly follow a cross-national approach, have difficulties to find the target audience and need a profound assessment of risks and economic valuation in an early stage. Part of the potential support could be a mentoring programme through a group of experts in the different fields and a system of labs invoking various skills and offering the tools to develop concepts and determine future project's cross- and transmedia potential.
  • Within the Baltic Sea Region, the economy and culture in media is mostly stimulated through public authorities by financial support. Two main funding systems are at work now: funding decisions can be taken by a selection committee/jury or a commissioner/consultant. It has to be decided which system is most practical for cross- and transmedia projects. Expertise in many fields such as storytelling, co-production, social media, marketing, legal affairs, etc. has got to be integrated into the selection and mentoring process.
  • New media searching for new markets require new business models and new value chains including new financing models. In contrast to traditional media which has a clear sender-audience relation and financing model, cross- and transmedia projects have to decide if they will use models of selling, subscription, free to use with extras or sales promotion.
  • Financing can also be carried out by crowd-funding, at least partly, supplementary to more conventional methods.
  • Besides of their basic function, marketing via social media and financing via crowd-funding can also function as methods to gain an insight and a relation to a future audience. This important early stage of relation-building is difficult to calculate, funding bodies have to deal with uncertain recoupment plans.
  • Crowd-funding is a method to finance new projects but even more important is the possibility to create a community, gain an insight and a relation to the future audience even before publishing the film. This early stage of relation-building is important but difficult to calculate and rate.

In many cases, the income of crossmedia projects is created through classical channels – such as television broadcasting – while other parts of the project do generate little or no income. In the development of crossmedia projects it is necessary to budget very carefully: which media channels (e.g. creating an internet community; implementing a social media marketing strategy) create which costs and benefits. The producers of crossmedia projects often have their expertise in one specific branch of media which makes it easy to underestimate the true costs and resources required for crossmedia projects. It appears necessary to consult the development of crossmedia productions with a team of advisors that has a true crossmedia expertise, both horizontally across different media and vertically along the value chain. In the assessment of the feasability and viability of crossmedia project proposals, it is necessary to look very carefully at the expertise of the team behind the project in all crossmedia aspects involved.
 

Recommendations on Creative Clusters for Public Authorities

Recommendations are given for the eight key areas that were found important while establishing a creative cluster:

Identity

  • Create a unique and shared identity
  • Find out who makes up your cluster and how they are grouped
  • Give your cluster a unique name
  • Create public events
  • Invite students and talents to arrange events in the cluster
  • Create attention outside the cluster
  • Have big and mentionable parties

Crossmedia

  • Add crossmedia content to the communication
  • Create and present an inspiring and detailed crossmedia case
  • Create provocative crossmedia eye-openers
  • Create articles and viral videos with acknowledged crossmedia companies
  • Invite companies to share their ideas with the cluster administration

Physical Surroundings

  • Create informal meeting places
  • Put in glass doors
  • Create a large lounge-area
  • Design inviting outdoor-areas
  • Create a mindset and routines for dropping by the lounge areas
  • Create unique and attractive excuses for staying in the lounge areas
  • Create original surroundings
  • Add life and identity
  • Make companies present themselves individually

Visible Manager

  • Attend as many social and professional events as possible
  • Show and communicate that the manager is fighting for the cause of the cluster
  • Have weekly meetings with the companies in the cluster
  • Be the identity and promote it
  • Be active and visible in creating growth for the cluster
  • Be transparent in management decisions
  • Create an anonymous suggestion box

Noticeable Administration 

  • Communicate what is happening “behind the scenes”
  • Create a lounge area nearby the administration office
  • Show the identity of the administration office
  • Place the administration office where people naturally walk by
  • Be a visible initiator
  • Initiate spontaneous happenings
  • Mingle at social events
  • Base events on company needs

Communication

  • Recruit a communication specialist
  • Create an internal communication platform
  • Get away from the typical e-mail newsletter
  • Attach value to a proactive and provocative external communication
  • Create a welcome pack for new cluster companies

Matchmaking

  • Let the companies get acquainted with each other
  • Display the faces of each person located in the cluster on welcome screens
  • Make sure to get the big companies involved in social and professional events
  • Utilise shared interests and hobbies
  • Frame social events for networking
  • Create artefacts that make people mingle
  • Get a hold on the upcoming and creative people
  • Open up for requests regarding new cluster companies

Growth

  • Boost the ambition level in the cluster
  • Make small companies realise that together they can join bigger projects
  • Create a playroom for young talents
  • Invite young, creative talents to spread knowledge
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