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WP4 Industry and Stakeholder Engagement

WP4 Industry and Stakeholder Engagement. Carmen Padrón & Lydia Montandon (Atos). Atos UPS SGI COVUNI Playgen. CYNTELIX POLIMI ETH. INESC-ID ORT UNOTT BIBA AAU. WP4 Objectives. Build at EU level a rational and systematic corpus of: Knowledge Tools Practices

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WP4 Industry and Stakeholder Engagement

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  1. WP4 Industry and Stakeholder Engagement Carmen Padrón & Lydia Montandon (Atos) Atos UPS SGI COVUNI Playgen CYNTELIX POLIMI ETH INESC-ID ORT UNOTT BIBA AAU

  2. WP4 Objectives • Build at EU level a rational and systematic corpus of: • Knowledge • Tools • Practices • Communication channels • Sustainable community of stakeholders • To support: • Business exploitation • Technology transfer

  3. Content • Achievements Year 2 (each task a deliverable) • T4.1 - D4.2 Market and Value Chain Analysis - v2 • T4.2 - D4.6 Technology Transfer - v2 • T4.3 - D4.12 University-Business Exchanges - v1 • T4.4 - D4.9 Business modelling and implementation - v1 • T4.5 - D4.19 Stakeholders community report - v2 • Next steps Year 3

  4. Use of resources

  5. WP4 metrics

  6. Year Three

  7. Next Steps - Tasks T4.1 Market and Value Chain Analysis (Atos) – continuing T4.2 Technology Transfer (BIBA) – continuing T4.3 Research – Business Exchanges (INESC-ID) – continuing T4.4 Business Modelling and Implementation (BIBA) – continuing T4.5 Industry & Stakeholders Community (Atos) – continuing

  8. Next Steps - Deliverables • Continue with work of: • D4.3 Market and value chain analyses 3 (M34) • D4.7 Annual report on technology transfer 3 (M36) • D4.10 Business modelling and implementation report 2 (M33) • D4.13 Report on the University-Business Exchanges 2 (M36) • D4.20 Stakeholders community report 3 (M32*)

  9. T4.1 Market and Value Chain Analysis

  10. D4.2 Market and Value Chain Analysis Big v. small company Estimated position along value chain Sector/s of operation Estimated % of dedication to SG development • Methodology • Starting point • Hypothesis • How to find data? • Which criteria / indicators to use? • Difficulties

  11. D4.2 Market and Value Chain Analysis • Geographical segmentation seems not particularly relevant • ‘Education’ sector seems to be by far the most addressed, followed by ‘Corporate’ • ‘Specialisation‘ seems to be a characteristic of Corporate, Games for Good and Healthcare • Overlap of ‘Advertising’ with ‘Corporate’ (same type of customers) • The Serious Games Market • How to make a market breakdown? • Preliminary observations

  12. D4.2 Market and Value Chain Analysis Emerging trends & evolution Observe Companies Inform Business Modelling • The Value Chain of Serious Games

  13. D4.2 Market and Value Chain Analysis Language / Culture Business Model / Value Chain … • Conclusive remarks • Experts’ insights • Market in evolution • Definitions • Open issues > Next steps • More companies to validate initial findings • More details in some aspects • Gather more info about customers • Cooperation with other GaLA activities… > win-win

  14. T4.3 University-Businessexchanges

  15. D4.12. Report on University- Business exchanges Definition of Internship guidelines 1st experience of internship program at VIMMI Research group at INESC-ID Next steps to foster the GALA mobility program

  16. Mobility Program next steps • Refine internship guidelines • Web page for Internship program promotion in GALA website: (SG Job market section) • Internship offers • Internship Guidelines • Results • Dissemination of the program: • Annual show-case event with results of internships • Annual award to best SG developed within the program

  17. T4.5 Stakeholders community building

  18. D4.19 Stakeholders community building • Stakeholders participation in GALA communities • GALA communities facilities • Strategies to foster community building • Contents strategy- Serious Game Society membership • Community governance • Next steps

  19. Stakeholders participation in GALA There are not 4 (or 5) GALA communities but rather one GALA community that comprises a number of different sub-groups or sub-communities. Serious Games Society will ensure the sustainability of GALA efforts. Serious Game Society WP3 - AnalysisDomain WP4 – IndustryGamesCreators WP5 Academy WP6AcademyProfessors WP7IndustryGamesUsers WP1StrategicCoordination WP8 Living labs, Tools and services WP9 Dissemination Stakeholders Industry SG developers SG Users Academy Learners Teachers/ Researchers Policymakers WP2- TechnologicalTopics

  20. GALA Online communities Facilitiestooffer: • Access management: • Single sign-onforallservices/facilities • Easy and direct access to all facilities independently of entry point • Different users profiles (Clear and partial separation between buyers and sellers – curated joining) • Access facility to latest (scientific) papers/reports about SG • Access and integration with other communities/social networking websites related to SG inside or outside GaLA (Facebook, Twitter, Linkedin, specialist academic networks: List included in Section 5.4, D4.19) • Management of sections News/Events/Blogging of the Serious Games Academy • Serious Games Knowledge Management System (Catalogue) • Serious Games Job market section • Directory of SG Companies (under feasibility assessment) • SIGS dedicated and publicspacesin GALA website • Instruments toverifymotivationachievement: Statistics of visitors/contentsvisualization/ functionalityaccess, Satisfactionsurveys, Network Analysistools

  21. Strategies to foster community building If we want to attract and keep new users involved, they should find a great online space containing: great overview (mission, vision, objectives, how to get involved) great contents (papers, links to Serious Games and demos, SG catalogue, CVs, job opportunities, directory of SG companies) great opportunities to contribute (easy forms to upload information, repositories). • Overviewstrategy: Clear statementsaboutmission, vision, howtogetinvolved in SGS, the SG Academy, and the GaLA website (work in progress). • Content strategy • Disseminationstrategy( in closecollaborationwith WP9)

  22. Strategies to foster community building Contentsstrategy: • Heavy contributions(within GALA consortium): • Start with a contact list of people that are experts and passionate about serious games -really collaborative people with time allocated for this task within the GaLA consortium • Join a group of at least 50-60 people (1 or 2 per partner) with at least 4 monthly contributions. These contributions must belong to at least 4 different categories that can be chosen from the following: blog entries, uploading CV, create a job opportunity, create an entry of a serious game, create an entry of a SG enterprise, upload a paper to a repository • 10 selected contributors will do at least 4 weekly contributions • This calendar of contributions should continue at least until the end of the project (2+ years). • A moderator (the Community Manager) will check that the contribution is progressing as accorded. • Intermittentcontributionmotivation ( SeriousGamesSocietymembers): • Promote your brand in the SG community • Showcase your organization’s products and activities in the SG community • Be visible and active in the SG think tanks as an organization • Get scale discounts for the SGS publications, events and services In additiontoproposedmembershipbenefitsprovideadditionaladvantagestocontributors: • A year free membership • Earning points of free days/months of SGS membership when participant upload contributions to more than one of the contentcategories

  23. Strategies to foster community building Disseminationstrategy: • The community should not be promoted until it has interesting contents. It is vital to ensure that visitors want to return! • Assign a country representative for the Community. Community will work in English, translations are not needed, but a representative in each country will be crucial for national dissemination actions • DE –BIBA • NL –Delft • FR –ORT • IT –Genoa • UK –Coventry • ES –ATOS • PO –INESC-ID • Redesign or adapt the pack of advantages already done for SGS for each target group ( e.g.thealternative of earning free membership time from “contributor points”). • Consider the most updated list of events in WP9 to be attended taking special care in reaching all target stakeholders groups. • Prepare dissemination materials with references to the community (other networks, multichannel awareness, word of mouth, interviews, presentations in relevant events, blogs, podcasts, videos) • Promotethe community

  24. Community governance Community Manager Board

  25. Community building: Next steps TheGovernancestructurewillwork in Y3 tocarryoutactionsaccordingpresentedstrategiesto: • achievequalitycontentcontributions • increasenumber of participants • 30 partners (2 individuals– invite 10 stakeholders) -> 600 stakeholdersby Y3 • encouragetofosterstakeholderparticipation and motivation

  26. Community nurturing SNA Studies- Cyntelix- VU Amsterdam

  27. Discussion Questions and suggestions???

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