CONFIDENTIAL PUBLIC SECTOR CLIENT: PROJECT ON THE DIGITAL EVOLUTION OF MEDIA

Nordicity, with PricewaterhouseCoopers, was retained to investigate means by which a provincial jurisdiction's cultural media industries cab most readily adapt to, and take advantage of the digital transformation. Our analysis consisted of a deep look into what factors connote success in a digital content economy (Key Performance Indicators) and the endogenous factors that drive that success (Key Success Factors).

Canadian Broadcasting Company/Société Radio-Canada: 2011 Update of the 2006 Comparative Study of Government Support for Public Broadcasters

In January 2011, Nordicity provided CBC/Radio-Canada with an update of its 2006 study of federal government support for public broadcasting and culture. As part of the study, Nordicity compared the relative levels of funding on a per-capita basis for public broadcasters in 18 comparison countries. For the 2011 update, Nordicity also added data and comparisons for public broadcasters' total commercial revenues, television advertising revenues, and television operating expenditures.

2009

Digital Arts and Technology Association: Digital Media Business Incubator Business Plan

In early 2009, Nordicity developed a business plan for a Toronto-based digital media business incubator. The proposed incubator was to incorporate flexible workspace and tailored support services for companies seeking to develop and exploit creative and technical IP. The business plan, based upon the digital media industry in Ontario, identified gaps in support for the digital media industry in Canada. It also identified the best practices and key challenges of incubator models in other jurisdictions. For Toronto, Nordicity proposed a three phase process: the Pilot Phase; the Refinement, Scaling up and Network Development; and a Permanent Home to Catalyze Economic Growth Phases. Nordicity's business plan included a snapshot of DATA's current concept for an incubator; an assessment of the types of spaces used; the business model for funding operations; the programming provided to the client; and the types of partners involved. In its pilot phase, the incubator served as a conduit for the C3 Network's Start-a-Business award, which provides seed-capital for an IP project.

Canadian Interactive Alliance: Analytical Support for a Submission to the Canada Media Fund

Nordicity was retained by the CIAIC to provide analytical support for a submission to the design committee of the Canada Media Fund (CMF). More specifically, Nordicity was asked to provide preliminary analysis to support the notion that latent demand existed for direct public support for the Interactive Digital Media industry in Canada.

Broadcasting Commission of Jamaica: Analysis of Electronic Media and Supporting Policy in Jamaica

In August 2009, the BCJ engaged Nordicity to provide evidence-based policy advice to support the Broadcasting Commission in the development of new framework for broadcasting legislation and regulation.

Fundacion México Estados Unidos para la Ciencia (FUMEC): Study of the Interactive and New Media Industry: Trends, Opportunities and Clusters

FUMEC, through the Mexican international business accelerator program TechBA, engaged Nordicity in the summer of 2009 to conduct a technology trend and business opportunities study of the interactive media industries in Mexico and Quebec to help guide Mexico's interactive media business and cluster development. The study is focusing on two interactive media sub-sectors: video games; and digital films animation and visual effects.

Canadian Interactive Alliance: Canadian Interactive Industry Profile

In October 2008 the CIAIC, Canada's national new media association, contracted Nordicity to gather data and provide a comprehensive written report detailing the makeup of Canada's interactive media industry covering: company demographics; revenue information; intellectual property use; nature of work; sales channels and markets; funding sources; employment information; and industry association and incubator membership. The report, the 2008 Canadian Interactive Industry Profile (CIIP), is a follow-up to the 2006 CIIP.

Department of Canadian Heritage: Study of Digital Magazines and Newspapers

PCH contracted Nordicity to conduct a detailed study of Canada's digital magazine and newspaper industries with the purpose of providing key information for any future policy analysis and program development in the area of digital publishing. As magazine and newspaper readers are increasingly turning to the Internet for published content, this study focuses solely on the current environment for those publishers who distribute soley through digital platforms with no ties to any print-based or other media.

2008

Ontario Ministry of Culture: Entertainment and Creative Cluster Strategic Framework

Nordicity was engaged by the Ontario Ministry of Culture to update and enhance a strategic framework for the entertainment and creative industries in Ontario. These industries include film/TV production, music, book and magazine publishing, commercial theatre, and interactive digital media. Nordicity constructed a framework that offered strategic direction not only to these sectors, but also to emerging creative industries. The framework also touched on those sectors enabling the core cluster activities, such as service animation and visual effects. Furthermore, Nordicity's enhanced framework promotes the co-ordination and co-operation of these once-siloed creative industries.

Nordicity identified key trends affecting the cluster; evaluated the various contextual factors in which the creative industries operation; gauged the state of the cluster; developed a renewed value proposition for the cluster; and identified current and future opportunities for the Ontario's creative cluster. The research included a comprehensive international comparison of the programs of other countries in fostering their creative clusters. The report concluded with a number of high level recommendations for the cluster as a whole, while identifying some specific needs of individual creative sectors.

Scottish Broadcasting Commission: Broadcasting and Production Policy Mechanisms: An International Evaluation

In 2008, the Scottish Broadcasting Commission commissioned Nordicity to examines the range of broadcasting and production mechanisms typically applied by Western countries to meet specific public policy objectives. Through selective case studies in France, Germany, Canada, Spain and Australia, Noridicity evaluated the ability of specific mechanisms to deliver against defined objectives, including generating audiences for indigenous programming, regional content and priority programming such as drama and news, and supporting independent production outside of major production centres. Extensive secondary research and data analysis, from academic journals and data sources, as well as interviews with key broadcasting and policy experts were conducted.

Telefilm Canada: A Report on Canadian New Media

In 2008, Nordicity was engaged by Telefilm to map the new media landscape in Canada and provide advice as to what most needs supporting from public funding agencies. In so doing, Nordicity provided a detailed taxonomy of the new media environment, arriving at innovative new media 'business segments.' Funding and support available to these segments was then researched, with gaps highlighted. This funding and support environment, then fed into an overall assessment of the strength, weaknesses, opportunities and threats associated with business segments in Canada. To conclude the report, Nordicity suggested directions to best support a vibrant new media community in Canada.

2007

Banff International Television Festival: Banff Green Paper 2007: The Future of Television in Canada

This Green Paper 2007 is a companion document for the Town Hall discussion of the future of Canadian television and Canadian television programming. Through extensive secondary research and data analysis, from academic journals, industry- and policy- related reports, the Green Paper examines the impact of disrupting trends since Banff 2006 including: the emerging players in the system; the role of broadcasters as aggregators, curator, or niche channel operators; BDUs as new programming aggregators; and regulatory and policy implications (Terms of Trade, role of public broadcaster, and limitations of governance).

The Consortium on New Media, Creative, and Entertainment R&D in the Toronto Region

In April 2007, NGL was selected to develop the roadmap that will lead the GTA towards worldwide recognition as a global leader in research, development, and commercialization within certain leading-edge areas of the entertainment and creative industry sector.

Nordicity has developed an interrelated series of methodologies to address the objectives and deliverables outlined in the RFP, namely: Regional innovation profile and SWOT analysis; Gap analysis and needs assessment; Academic research capacity-building strategy; Regional Innovation Strategy and a Concert Innovation Plan. The latter one serving as a business plan to outline the strategy for CONCERT to become a commercialization and innovation network. The plan will include the financial strategy for sustaining CONCERT through the support of government and industry.

Computer Animation Studios of Ontario: Economic Profile of the Ontario Computer Animation and Visual Effects Industry

In late 2007, Nordicity was engaged by industry association Computer Animation Studios Ontario (CASO) to prepare an economic profile and analysis of the computer animation and digital visual effects industry in the province. Company-level data was collected by administering an online survey (supported by telephone interviews) to senior managers at over 50 animation businesses. The results of the survey were combined with secondary research data to create a profile focused on financial performance, access to financing, employment/training issues and market growth opportunities.

2006

CBC Radio 2 Strategy (CBC)

The CBC requested Nordicity's help in evaluating proposed changes to the overall strategic direction of CBC Radio 2. The CBC was assessing various options for the 'new' Radio 2, including a new schedule, new types of programming, new uses of alternative platforms such as the Internet, revised means of linking with other CBC properties including CBC1, and marketing strategies.

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