1. Cultural Entrepreneurs:
At the Crossroads of
People, Place, and Prosperity
Contact:
Alice Loy
GCCE Co-Founder
505.263.5180
info@culturalentrepreneur.org
5. Cultural Entrepreneurship
Entrepreneurship lifts people out of poverty
Culture drives community cohesion and identity
Cultural entrepreneurship is a method for
simultaneously lifting people out of poverty AND
building stronger communities
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7. GCCE Core Tenets
Talented entrepreneurs drive wealth creation;
Cultural entrepreneurs have unique opportunities and needs;
Markets drive profit opportunities;
Enterprise networks increase innovation and speed to market.
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8. GCCE Core Tenets
Talented entrepreneurs drive wealth creation;
We are entrepreneur focused.
Cultural entrepreneurs have unique opportunities and needs;
We are experts in building cultural enterprises.
Markets drive profit opportunities;
We build toward growing cultural markets.
Enterprise networks increase innovation and speed to market.
We build clusters of cultural enterprises.
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9. GCCE Core Tenets
We are entrepreneur focused.
We are experts in building cultural enterprises.
We build toward growing cultural markets.
We build clusters of cultural enterprises.
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13. Sectors
Performance arts
Fine arts
Film and music
Publishing
Architecture
Food and agriculture Kathleen Fontaine
CraEs
EducaFon
Tourism and RecreaFon
Media/journalism
Global Center for Cultural Entrepreneurship, 2009
14. So, What’s Different?
Value
Cultural Capital
Derived
Risks
Risks
Global Center for Cultural Entrepreneurship, 2009
15. Sustainable
CommuniFes Cultural
Measuring Returns with a
MulFple BoNom Line
Approach
Environ‐
Social
mental
Economic
Global Center for Cultural Entrepreneurship, 2010
17. Glasgow, Aberdeen, Dundee, Edinburgh
CEO is Scotland’s specialist business support
and development service for creative
businesses and practitioners
Starter for 6 Program
Advisers
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18. “We aim to provide a platform
for majority world
photographers and offer
solutions that will bring them
closer to global markets.”
Global Center for Cultural Entrepreneurship, 2010
19. Singapore
2002 Renaissance City 2.0 Report
“a vibrant and sustainable creative cluster to
propel the growth of Singapore’s Creative
Economy”
arts and culture contribute 6% GDP by 2012
establish Singapore as a New Asia Creative
Hub
performances have tripled 1997-2007
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20. Aid to Artisans
Aid to Artisans has spent 33 years
creating economic opportunities for
well over 100,000 artisans in more
than 110 countries where their
livelihoods, communities and craft
traditions are at risk.
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22. 2010 Research Report
What social and economic benefits do communiFes,
families, and children derive from a vibrant cultural
enterprise sector?
What role does the cultural economy play in New
Mexico’s economy?
What strategies will strengthen our state’s cultural
economy?
Global Center for Cultural Entrepreneurship, 2010
26. 2010 Research Report
The study is the first to establish links
among a family’s cultural security,
economic stability, and social well‐being.
Global Center for Cultural Entrepreneurship, 2010
27. Research
Focus Area:
Global Center for Cultural Entrepreneurship, 2010
28. Mixed Methods Approach
QuanFtaFve (UNM Economists)
American Community Survey, US Census Data
NAICS Codes (North American Industry ClassificaFon System)
QualitaFve (UNM Anthropologists)
1000 hours in communiFes
100+ interviews
Community forums
Snowball Sampling
Global Center for Cultural Entrepreneurship, 2010
Photo by Roy Kady
32. Insights
“Cultural entrepreneurship
allows a community to
take its unique voice to the
world.”
“Cultural enterprises create
a venue for an exchange of
spirit.”
“Cultural entrepreneurship is
self‐determinaFon.”
Global Center for Cultural Entrepreneurship, 2010
33. “Cultural entrepreneurs
are func/onal navigators
‐‐skillful alchemists‐‐
combining aspects and
processes from mul/ple systems to
create
cultural balance and
improved livelihoods
for their families and communi/es.”
Global Center for Cultural Entrepreneurship, 2010
34. Important Findings
Cultural enterprises…
Foster community cohesion and engagement;
Build self‐defining communiFes and families;
Weave mulFple cultural systems with economic gain;
Create meaningful jobs for people;
Support diverse family structures and lifestyles.
Global Center for Cultural Entrepreneurship, 2010
35. Strategic Approaches to Strengthening
Cultural Economies
Invest in Cultural Entrepreneurs
Increase access to exisFng capital
Provide cultural enterprise investment funds
Build markets for cultural products and services
Create cultural design centers and conFnuing educaFon
programs
Build mentorship programs
Global Center for Cultural Entrepreneurship, 2010
36. Strategic Approaches
Ceci Tadfor Chef and Owner, SpanAfric Foods
Photo by Denise Avila
Serve Under‐represented Groups
Tell the success stories
Build mentorship programs
Create women‐focused cultural
entrepreneurship iniFaFves
Focus on community based strategies
Focus on new “ethnic” markets
Global Center for Cultural Entrepreneurship, 2009
37. Strategic Approaches
Create Clusters of Cultural Enterprises
“The challenge for an economy is to move from
isolated firms to an array of clusters.”
Requires a collaborative process in which…
1. network facilitation
2. coordination of policy initiatives
3. strategic financial investment
4. higher education resources
5. market-based competitiveness
…interact to create dynamic economic clusters.
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38. Strategic Approaches
Spur Policy Leadership
CraE long‐range strategic plan for region to strengthen
cultural enterprises and economy;
Host Cultural Economy Policy conferences;
Build global consorFum of cultural enterprise resource
organizaFons;
Coordinate efforts among Cabinet leaders regarding
cultural enterprise policy.