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Hong Kong Business of Design Week

1. Introduction

Goals, results, timeframe, context and relevant actors.


The Hong Kong Business of Design Week (BodW) is an annual week-long design event organised every December by the Hong Kong Design Centre. BODW was launched in 2002. It includes a design conference, forums, exhibitions and award presentations.

Each Year BODW invites designers, business leaders and educators to speak and share their opinions in various forums. Each year, BODW forms a partnership with a different country. The country is invited to bring a group of designers to Hong Kong to give presentations at the conference. The country can also hold exhibitions and seminars about its national design. The partner country for 2008 was the Netherlands. The agency responsible for international relations, Agentschap NL, was responsible for organising a trade mission to the BodW. They decided to ask the help from regional partners to select suitable companies. In the Amsterdam case the Amsterdam Innovation Motor was asked to provide their services.

2. Cluster connection

This paragraph is to determine whether the project is linked to a creative cluster in this region and whether there is a link with other clusters.

Is this case part of a cluster?

The BodW was an ideal opportunity to showcase the cci’s of the Netherlands and more particularly the Amsterdam Creative Cluster that hosted 40% of the Dutch Creative Industries as a whole. The role of Amsterdam was linked to the Dutch DFA programme, a programme focused on the internationalisation of the creative industries started up by the various branche organisations in the cci’s, the creative cities and three ministries dealing with the cci’s and internationalisation: Ministry of Education and Culture, Economic Affairs and Foreign Affairs.

What type of cluster (digital, fashion, creative general etc), does the cluster consist of one type of (sub)sectors or is it heterogeneous?

The Amsterdam Area is a heterogeneous supercluster when it comes to cci’s. This means that all sub-sectors within the creative industries are evenly spread across the region and are alike in number of companies. Therefore, it was not decided to choose amongst the cci’s, but invite companies from all different sectors to take part in the trade mission.

What actors does the cluster consist of?

The Amsterdam Innovation Motor coordinates the cluster that consists not only of the several companies in cci’s, but also the various service providers and knowledge institutes in the region.

Who is responsible for this cluster? Is there a cluster organization?

The Amsterdam Innovation Motor (AIM) is responsible for the cluster. AIM is a triple helix organisation, funded by government, industry and knowledge institutes. It receives basic funding from its triple helix partners and acquires additional funding from all three levels including subsidies to execute projects.

Are there other strong clusters in the area/region, and if so: are there exchanges between the creative clusters and the others?

The Amsterdam region has various strong clusters. AIM is responsible for 7 clusters: Life Sciences, ICT, Financial and Business Services, Creative Industries and since 2013: Tourism, Agro-food and Logistics. Also the theme sustainability falls under the auspices of AIM.
For the cci’s cluster there is a strong link with ICT, Financial and Business Services, and sustainability.

3. Role of government

This paragraph is to determine the role of (local/regional/national) government and policy in this case.

How important is the role of the government in this case?

Very, the national government was the key organiser for this event and was responsible for the stand, the coordination of the event and the negotiations with the Hong Kong partners.

What are the relevant policies that contribute to this case?

The Dutch DFA programme was the main policy.

What are the policy instruments used?

Classic trade mission support via the Ministry of Economic Affairs and Ministry of Foreign Affairs.

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

The budget available for the BodW was 1.2 million in total for the Dutch Government to provide a pavilion, the trip from the minister, all press etc.
However, the entrepreneurs all paid their own trip and for their own matchmaking.

4. Role of private sector

This paragraph is to determine the role of private actors in this case.

In your case, what role(s) do private actors play and how important are they?

The private sector was the target of the event and several companies amongst which OMA, Noorderlicht and Fabrique were the driving forces behind the selection of the BodW. The SME’s paid for their trip and made it a success. More than 300 entrepreneurs travelled from the Netherlands to Hong Kong to participate in this event.

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

Unknown

5. Role of knowledge institutions

This paragraph is to determine the role of Knowledge Institutes (aka Schools, Universities etc) in this case.

Are knowledge institutions involved?

The TU Delft and the Hong Kong Polytechnic University were the driving forces behind the event. They closed and MoU and set up a special exchange programme for students from both universities.

If knowledge institutions are involved, please describe their contribution (including financial).

See above.

6. Successes and failures of the case

This paragraph is to determine what the success and fail factors are in your case. Please keep in mind that it is important for ECIA to find out whether it is context, financing, the various actors, change of policy etc.

Please describe the main success and fail factors, provide a clear description, limit the use of bullet points.

The main success factors were:
• the matchmaking on both a national and regional level in close collaboration with the HongKong partners;
• The market research provide by the Dutch Consulate providing clear information on what the opportunities are for the cci’s in China;
• the selection of the entrepreneurs;
• and the contribution of the government.
• without the clear “what’s in it for them” Chinese market research that was provided by the Dutch Consulate in China, it would have not been possible to get 300 SME’s on board;
• a good selection process;

Fail factors:
• none

7. Replication potential

This paragraph is to determine if this case could be copied by another region, country or even Europe.

Would it be possible to replicate this case in another region? If so, in which region?

It could be done, but it is highly important that the industry is responsible for selecting the event. A top down approach were the government selects the country where one should go has proven to be much less successful.

What would be the conditions to do this?

See above.

8. Finance model

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

Unknown

If knowledge institutions are involved, please describe their contribution (including financial)

Unknown



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