Creative Business in Australia Learnings from the Creative Industries Innovation Centre, 2009 To 2015

As the largest ever Australian government investment in creative industries development, the Creative Industries Innovation Centre delivered tailored business services to more than 1500 creative businesses from 2009 to 2015 and provided industry intelligence and advice for public policy and peak sectoral activity. This collection gives an overview of the current ‘state of business’ in Australia’s creative industries – both as an industry sector in its own right and as an enabling sector and skills set for other industries – and reflects on business needs, creative industries policy and support services for the sector. With contributions from the Centre’s team of senior business advisers and from leading Australian researchers who worked closely with the Centre –including experts on design-led innovation and the creative economy – and case studies of leading Australia creative businesses, the book is intended as and industry-relevant contribution to business development and public policy

3dways internationalization project - Sme competitiveness field lab 2019/2020

3DWaysisa3Dprintingservice-providingcompany.Currently,thecompanywantstointernationalizeitsremotelymanagednetworkof3Dprintingfactories,specificallytargetingatthehealthcaresector.Therefore,thisprojectanalysesthecurrentandfuturestateofthe3DPrintingindustry,beforeassessingpotentialtargetmarkets.Subsequently,fivecountries,headlinedbytheUnitedKingdom,weredeterminedtobethemostsuitableforthecompany’sinternationalizationthatwillrelyondirectexportingasanentrystrategybecauseoftheuniquenatureofthenetwork.Complementary,amarketingplanandafinancialevaluationweredevelopedfor3DWaysintheUK

Information Outlook, October 2000

Volume 4, Issue 10https://scholarworks.sjsu.edu/sla_io_2000/1009/thumbnail.jp

Mustang Daily, May 1, 2007

Student newspaper of California Polytechnic State University, San Luis Obispo, CA.https://digitalcommons.calpoly.edu/studentnewspaper/7597/thumbnail.jp

A Guide To How Business Schools Can Develop Academic Staff To Engage With Smes

The impetus for business schools to work with small firms is growing. At over 98% of the UK business population, it is essential that our education and research are relevant and useful to Small and Medium-Sized Enterprises (SMEs) and support their growth, sustainability, and resilience. The profound disruption of the global Covid-19 pandemic has consolidated this push to help bolster our small business population, as well as having profound impacts on the number of new small firms, their business models, products, and their digital transformation.Yet the take up of business school programmes among SMEs is historically low compared with larger companies. Leadership skills gaps in small firms persist, despite UK and devolved governments’ funding and focus.The Chartered Association of Business Schools (Chartered ABS) therefore invited academics from business schools around the UK to explore how schools can develop their staff to engage with SMEs. The working group’s focus was on identifying interventions to increase the amount of business school engagement with SMEs, while examining the barriers and how some schools have overcome them. It also explored enablers of engagement and based its recommendations around practice in Small Business Charter (SBC) awarded schools, and insights gained from relevant literature and policy documents. This working group has developed this report before and during the global pandemic, which has also hugely affected universities and business schools themselves.This document is designed primarily to be a practical aid to decision making for business school leaders, although it may be of interest to a wider stakeholder group, for example business engagement leads in universities, and the Small Business Charter Board.Following secondary research and case study development, and in acknowledgement of changing landscapes for both small firms and universities, recommendations have been proposed, which, for the most part, map onto the identified barriers and challenges. These recommendations are not Covid-specific, but have been evaluated in the light of the seismic changes to both small firms and business schools during this period, and are designed to support resilience and deeper collaborative relationships for recovery and growth. The significant list of recommendations is not proposed to be undertaken in its entirety; it is anticipated that readers will use this document as a resource and may well find some sections more relevant and useful than others. It is also likely that there are other staff development approaches which have proved successful to universities which are not captured here – the working group welcomes contributions which add to the recommendations made at the end of this report.</div

Mustang Daily, October 11, 2005

Student newspaper of California Polytechnic State University, San Luis Obispo, CA.https://digitalcommons.calpoly.edu/studentnewspaper/7344/thumbnail.jp