Europeana Strategic Plan 2011-2015

1. Europeana Strategic Plan 2011-2015 • Culture:Creativity:Growth

2. Goals • Reiterate Europeana’s vision for the future • Make it relevant to the broader environment we operate in • Identify our main stakeholder groups and understand what kind of values we deliver to them • Prioritise on specific areas of work and set high-level goals through which we will deliver value to our stakeholder groups

3. BUSINESS MODEL Value Proposition Relationship Activities Activities Activities Resources Stakeholders Partners Channels Costs Benefits ‘The business model describes the logic of our organization to create value’

4. STAKEHOLDERS Users Policy Providers Market

5. Policy makers Market Providers Users Strategic Plan 2015

6. Europeana Strategic Plan 2011-2015 PROCESS 2.Value Propositions 1.Research 3.Workshops 0.Business Model 4.Activities 5.Finance 7. Layout 8.Dissemination 6.Validation

7. PLANNING

8. PLANNING

9. Desktop research

10. European and national policies that have an impact on Europeana (2020 Digital Agenda) • Other institutions’ strategies (BL’s 2020 vision, the Smithsonian New Media Strategy) • Statistics about digitisation (Numeric, MSEG reports), online access and usage (Eurostat) • Analysis about online usage trends (BL’s Information Behabiour of the Researcher of the Future) • Overall trends and developments (KEA’s report about the Economic Value of Culture) • Commissioned report: Europeana Cost-Benefit report

11. Value Proposition Surveys

12. “A value proposition is a clear and succinct statement of the tangible benefits a customer gets from using a particular product or service. The more specific a value proposition is, the better. • The concept of value propositions has been introduced as a way to understand what value Europeana is currently delivering to a customer group (users, content providers, policy makers, commercial players) and to provide guidance for improving that value in the future.”

13. Example value propositions • [Value proposition name] 1. Trusted sources • [Problem] Doing a search on conventional search engines can give unpredictable and/or unreliable results. I can never be certain that the results I get are trustworthy.  • [Solution]Information in Europeana comes from Europe’s main cultural and scientific institutions that have invested heavily in organising, archiving and curating information over decades. Moreover, the contributing institutions are also the right holders of the collections they make available through Europeana. • [Value proposition]I am always able to trust that the information available in Europeana is correct and authoritative.

14. About the value proposition survey • Approximately 10 value propositions in each questionnaire • Value propositions were drawn from prior input and online research. For example, the users’ VP questionnaire was based on analysis of: Europeana online user survey results (May 2009), the user test panel meeting (March 2010), the focus groups tests (October-December 2010), the feedback inbox, and more. • Some propositions concerned existing services/ value offered and some future functionality or value we could deliver • We asked them to rate VPs from 1-5 and to name the 3 most important ones

15. About the value proposition survey • The following groups participated in the respective value proposition surveys: • Users’ Focus Group • The Council of Content Providers and Aggregators • The Member States’ Expert Group • The participants in the Business Strategy workshop (market) • In total we received 114 completed questionnaires • Surveys were carried out between July and September

16. Outcomes analysis- Users’ survey

17. Workshops

18. 70 invited experts 5 workshops: Environment, Users, Content Providers and Aggregators, Market Workshops were carried out in September and October 2010

19. Goals: • Understand better the environment we operate in, the user trends and the factors that influence relevant developments (social, political, technological, economical) • Discuss value proposition survey results and understand better our stakeholders’ expectations from us • Discuss ideas about how V.P. can be turned into actions by Europeana

20. Visual facilitation

21. Results

22. POLICY-MAKERS Inclusion Leadership Education Economic Growth MARKET Route to content Access to Network Premium Services Brand Association PROVIDERS Visibility Services Revenue USERS Trusted Source Easy Access Re-use In my workflow

23. Environment Analysis

25. TRENDS • Increased understanding that access to culture is the foundation for a creative economy. Thus, Culture leads to creativity which leads social innovation and to cultural and economic growth.

26. POLITICAL FACTORS • A strong, unified Europe will be built on smart, sustainable and inclusive growth. • With geo-political fragmentation and increasing Nationalism in Europe it becomes increasingly important to create more understanding on a European level through culture.

27. TECHNOLOGICAL • Data speed is increasing, the plan is to have broadband internet access available for all Europeans in the near future. • The use of apps, widgets and mobile devices is increasing very fast. • New trends such as augmented reality, geo-location services and gaming are strongly emerging.

28. CUSTOMER NEEDS • In times of social fragmentation people are increasingly searching for meaning in life. • End users are evolving from passive consumers into active participants. • They expect content to be free and easily accessible through the channels they are used to work with.

29. ECONOMIC CLIMATE • These are unsteady financial times, and budgets for culture are being cut accross the board in European countries. This in turn means that public funding for digitization projects are under pressure. On the other hand creative industries are on the rise.

30. COMPETITORS • There are many overlaps in activities in the value chain of the digitized cultural heritage. Sometimes we compete for funding, sometimes we compete for attention of the end users, sometimes we compete on the conditions for access. • Increasingly we understand that we need to collaborate more with competitors to achieve our goals.

31. UNCERTAINTIES • IPR issues, lack of funding and good business models are limiting our content providers to make content accessible. • Digitization requires institutions to make a significant shift in their organizational cultures. This is not an easy process.

32. Strategic Plan 2011-2015

33. Strategic Plan Contents • Vision • Foreword by the Chair of the Foundation Board and by Europeana’s Ex Director • Creating Value: short description of the process of creating the SP • A Changing Landscape: trends, customer needs, economic climate and political factors that influence Europeana’s future and shape our vision • 4 Strategic Tracks: Aggregate, Facilitate, Distribute, Engage, each broken down in 3 sub-areas of work • Resources: budget 2011-2015, cost allocation, cost-benefits analysis • Europeana Team Values: how do we deliver the vision • + Quotes and infographics that illustrate our arguments

34. 4 Strategic Tracks Overview

35. Further steps

36. Further steps • Incorporation of MSEG feedback • Publishing and distribution online and offline • Create detailed plans (ie annual Product and Service Plan, Marketing Plan, etc)

37. Some observations

38. - Focus shifted along the way from Business Plan to Strategic Plan - Not clear focus from the start meant not clear questions to answer - There was difficulty approaching some fundamental questions: ie, about long-term funding, whether Europeana will offer hosting services or integrate any content, which precisely are our target end-user groups and what are their characteristics Value Propositions were useful but gave not very clear indications SP is very high-level. Gives the vision but lacks detail + SP is really the product of a long consultation involving our stakeholders’ groups and has been validated through a long iterative process + Gives a clear direction for the future and is a good reference point for all further activities + Workshops were really inspiring and fruitful + Professional facilitation helped a lot to keep the discussion focused and produce results + Process was useful to validate things we knew (ie that we need to nurture partnerships with education) and brought out some new things (ie, that Europeana shouldn’t be only a destination site)