An Economic and Spatial Plan for Limerick Appendices

More documents

Recommendations

Info

Limerick 2030 An Economic and Spatial Plan for Limerick assets that could be harnessed to a greater extent. For example, international operators require technical stops on North Atlantic flows. Congestion at competitor airports generate opportunities for Shannon to improve and market cargo handling facilities and to develop a strategy and support services to attract carriers which need to make a technical stop on their way to/from North America. This would increase activities at the airport and provide an attractive resource for companies considering locating in the region. There are clear strengths in the Mid-West Region that lend the area to becoming an important transport hub. The airport has excellent operational capabilities, no performance limitations and no slots, curfews or noise abatement restrictions. In addition, it has US customs pre-clearance and is awaiting other pre-clearance facilities, considerable land available for development of cargo facilities, both on and near the airport, and there is also an existing traffic base that includes local manufacturing, Food, ICT, Pharmaceuticals and Medical Technologies. The Shannon Estuary deep-sea port at Foynes also presents an opportunity for the development of a European container transhipment hub. While the Shannon/Foynes Port Company commissioned a report (2012) that suggested prospects are more long-term, it is important that potential for developing this deepwater asset be kept under review particularly in the context of energy related industries. Conclusion Limerick already has the underlying infrastructure from which a world class Logistics Industry can be built. However, the City is limited by its domestic demand. Therefore growing this industry needs to focus on supply chain management and Limerick as a technical stop for both cargo and passenger long haul journeys. There is need for further integration between the different transport nodes (air/sea ports, road and rail). Further to this, exports from the economy need to increase in-order for the Logistics Industry to have some domestic driven demand. Creative and Digital Media Industry Trends The Creative and Digital Media Industry is an extremely broad industry and is usually broken down into six segments: 1. Music composition and production 2. Film, television and video 3. Animation and computer games 4. Writing, publishing and print media June 2013 46
Limerick 2030 An Economic and Spatial Plan for Limerick 5. Advertising, graphic design and marketing 6. Architecture, visual arts and design This industry is one that is genuinely built on innovation and creativity, is extremely dynamic and the pace of change is phenomenal. Change is being driven by three linked factors: 7. Consumer behaviour 8. Technology advances 9. Business models As a consequence forecasting the ‘next big thing’ is extremely challenging. Companies themselves are continuously looking to innovate, through not only knowing what competitors are up to but also engaging with consumers to find out where the next opportunity might arise. The role of Government is not to second guess the market but to provide the appropriate infrastructure for dynamic businesses to succeed. Infrastructure is not just the provision of high-speed broadband but also soft infrastructure such as skills and a positive creative environment that businesses want to be a part of. There are four trends that have been identified as triggers for innovation 14 : Digital distribution and shareable content: whilst the pre-broadband era was centred on accumulation of data, the competitive factor today is the amount of data deliverable and shareable in a given time frame e.g. ‘Cloud Computing’. Enhanced visual experiences: value now depends on the usability of content in terms of user experience. Continuous interfaces: The easier it is for a user to access the service/content then the more it is likely to be used e.g. smart phones and tablet computers offer new economic opportunities. Distributed/ open production facilities: Production facilities are based where production resources are i.e. capital, financial, cultural. Ireland and implications for Limerick The transition to a digital economy is continuing at a rapid pace. The internet, mobile media and social networking has allowed the development of a range of services including location based services, digital content, media services and personalised services that did not previously exist. Segments of the Creative and Digital Media Industry most specific to Ireland are the ‘animation and computer games segment’ and the ‘advertising, graphic design and marketing segment’. The animation and computer games industry within the Creative Digital and Media sector is one of the fastest growing segments globally. In particular, there has been a massive increase in online games 14 CReATE, ‘Background Paper on ICT and Creative Industries’ June 2013 47
Page 3: CONTENTS Appendix 1: Baseline Analy
Page 6 and 7: Appendix 1 Baseline Analysis
Page 9 and 10: Limerick 2030 An Economic and Spati
Page 45: Limerick 2030 An Economic and Spati
Page 97 and 98:
Limerick 2030 An Economic and Spati
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Appendix 2 Limerick Marketing Plan
Page 121 and 122:
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Limerick 203 An Economic and Spatia
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151:
show all

An Economic and Spatial Plan for Limerick Appendices

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?