The Economic Logic of Chinese Cultural-Creative Industries Parks: Shenzhen and Guangzhou
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Singapore
Springer Singapore Pte. Limited
2020
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| Schlagworte: | |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (301 pages) |
| ISBN: | 9789811535406 |
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| 505 | 8 | |a Intro -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- References -- English References -- Chapter 2: Correlated Concepts and Theory Developments -- 2.1 Cultural, Creative or Cultural-Creative Industries? A Historic Perspective -- 2.1.1 Cultural Industry and Cultural Industries -- 2.1.2 Creative Industries -- 2.1.3 Cultural-Creative Industries and Others -- 2.2 "Cultural District", "Cultural Industries District", "Cluster" and "Park" -- 2.2.1 From "Cultural District" to "Cultural Industries Quarter" -- 2.2.2 The Concepts of "Cluster" and "Park" -- 2.3 Several Primary Research Perspectives on Creative Cluster or CCIP -- 2.3.1 Cultural Economic Geography Perspective -- 2.3.2 Urban Regeneration and Urban Planning Perspective -- 2.3.3 Cultural Sociology Perspective -- 2.4 The Cultural-Creative Industries Park as a Creative Product and the Business Model Perspective -- 2.4.1 Defining "Classic" Cultural-Creative Industries Park (CCCIP) -- 2.4.2 Defining Business Model and Literature Review on Business Model of CCIP -- 2.4.2.1 What Is a Business Model? -- 2.4.2.2 Literature Review on the CCIP Business Model -- 2.4.3 The Essence of Classic CCIP: "Mixed Creative Economic Products" -- 2.4.4 Literature Review on the Business Model of CCIP in Mainland China -- References -- English References -- Chinese References -- Chapter 3: Research Methodology -- 3.1 The Methodology of Case Study -- 3.2 The Description of the Research Fields -- 3.3 The Sources of Field Experience and Data -- References -- English References -- Chinese References -- Chapter 4: The Case Study on the Business Model of OCT-LOFT -- 4.1 Background of OCT-LOFT -- 4.2 The Analysis of Business Model of OCT-LOFT -- 4.2.1 Basic Logic -- 4.2.2 OCT-LOFT: As the Strategic Branding Tool for the OCT Group | |
| 505 | 8 | |a 4.2.2.1 Establish Non-profit and Professional Art Institute-OCAT -- 4.2.2.2 Closely Related the Branding Position of OCT-LOFT with the City Development -- 4.2.2.3 The Managerial Logic of OCT-LOFT on the Branding of the Group -- 4.2.3 Some Main Management Measures of OCT-LOFT -- 4.2.3.1 Establishment of a Specific Management Entity for OCT-LOFT -- 4.2.3.2 The Management Strategy of OCT-LOFT: Cultivate Creative Ecology -- (A) The Psychological Construction of Creative Manager: Experiment and Exploration -- (B) The Managerial Tactics of OCT-LOFT: De-hierarchization and Cultivation of Creative Ecology -- 4.2.3.3 OCT-LOFT Operation Target: To Build a "Cultural Highland" as a Promotion of Cultural Brand of the OCT Group -- (A) Operating Diversified Public Cultural and Artistic Space -- (B) Produce Branded Creative Cultural Activities -- (1) Pursuing High Standards in Professional and Academic Value -- (2) Operating Branded Cultural Activities in Series -- (C) Consciously Operating Creative Community -- (1) Supporting the Established Creator to Operate Crossover Creative Consumption in the Park -- (2) Helping Potential Creator to Create Their Creative Brands -- 4.3 The Business Logic and Negative Evaluation of OCT-LOFT -- 4.3.1 The Essence of "Cultural Highland" Business Logic -- 4.3.2 Some Negative Evaluations from the Tenants: Brand and Service -- 4.3.2.1 Insufficient Infrastructures and Supporting Services -- 4.3.2.2 Deficiencies in the Business Services -- 4.3.2.3 Inadequate Opportunities and Activities for Creative Interaction Among Enterprises -- 4.3.2.4 Disadvantages from the Central State-Owned Enterprise Identity -- 4.4 Reflection on the Operation and Management Model of "Cultural Highland" -- References -- English References -- Chapter 5: The Case Study on the Business Model of 289 Art Park | |
| 505 | 8 | |a 5.1 Description of the Background of 289 Art Park Case -- 5.2 Analysis of the Business Model of 289 Art Park -- 5.2.1 Basic Logic -- 5.2.2 The Essence of 289 Art Park as an Urban Cultural Complex: Creative Economic-Ecologic Circle -- 5.2.2.1 Commercialization of Cultural Capital: Creating Cultural IP as the Linkage Between Content and Commerce -- 5.2.2.2 Creating Multifunctional Compound Space Within the Park: Public Cultural Space, Creative Industry Space and Consumption Space -- (A) Integration of Public Cultural Service Space and Cultural Industry Space -- (B) Integration of Cultural Industry Space and Cultural Consumption Space -- (C) Ecological Integration of Culture, Real Estate and Finance: Creative Economic-Ecologic Circle -- 5.2.3 Main Measures Taken by the Park in Operation and Management -- 5.2.3.1 The Creative Management Strategy of South Media Group: Balancing the Innovation and the Earnings -- (A) The Design of the Managerial Organization of the Park: Two-Level Planning -- (B) Managing the Value Production: Taking Advantage of the Cultural Content Production to Endow the Brand Value for the 289 Art Park -- (C) Managing Income: Guaranteeing the Appreciation of State-Owned Assets by Designing Double-Layer Income-Security Mechanism -- 5.2.3.2 The Creative Management and Operation of No. 1 Business -- (A) Managing the Cultural Capital: Making Strategic Cooperation with the South Media Group -- (B) Managing the Financial Capital of the Organization: Cooperate with the CITIC Poly Private Equity Funds (CPPEF) -- (1) Establish Cultural Real Estate Company with CPPEF -- (2) Initiating the Separation Model of Investment and Management to Stimulate Internal Innovation -- (3) Establish Agent Operation Company with Light Assets -- (4) Invest in Operation Team -- (C) Managing the Creative Community in the Park: Derive and Incubate Subsidiaries | |
| 505 | 8 | |a (1) Incubate Content IP Businesses -- (2) Creating Service Business for the Tenant Companies of the Park -- (a) Functional Service -- (b) Business Service -- 5.3 The Essence and Negative Evaluation of the Business Model of 289 Art Park -- 5.3.1 The Essence of 289 Art Park's Business Model: Developing Replicable "Module" Businesses with Strategic Cooperation -- 5.3.2 Negative Evaluation of Park Tenants: Beautiful Ideal and Unsatisfied Reality -- 5.3.2.1 Cultural Production: Deficiency of Artistic Atmosphere -- 5.3.2.2 Community Management in the Park: Failure and Adjustment of Cultural Content IP Start-Ups -- 5.3.2.3 Park Services: Disadvantages to Tenants Caused by Opening the Park While Building -- 5.3.2.4 Lag in Park Supporting Infrastructure Construction -- 5.4 Reflection: The Business Model of "Modular System" -- Chapter 6: Comparison of the Two Cases -- 6.1 Basis of the Case Comparison -- 6.1.1 Typicality -- 6.1.2 Park Space: From Reconstruction of Old Industrial Factory -- 6.1.3 Operating Entity: Wholly Owned or Holding by State-Owned Capital -- 6.2 The Dimensions of Case Comparison -- 6.2.1 The Holistic System Level of the CCIP -- 6.2.2 Specific Activities of the CCIP -- 6.2.3 Value Creation of the CCIP -- 6.2.4 Value Capture -- 6.3 Comparison of the Two Business Models -- 6.3.1 Comparison of Two Cases in Four Main Constructs of Business Model -- 6.3.1.1 Related Systems of the CCIP -- 6.3.1.2 Specific Activities of the CCIP -- 6.3.1.3 Value Creation of the CCIP -- 6.3.1.4 Value Capture of the CCIP -- 6.4 Generalizing the Features of Two Business Models of CCIP -- 6.4.1 The Business Model of OCT-LOFT: "Cultural Highland" Model -- 6.4.2 289 Art Park: "Modular System" Business Model -- 6.5 The 4C Model Generalized from the Above Two Business Models -- 6.5.1 The System Involved with CCIP: Identifying Context and Industrial Correlation | |
| 505 | 8 | |a 6.5.2 Specific Behavior of CCIP: On Culture and Community -- 6.5.3 The Implicit Sides of CCIP Business Model: Value Creation and Value Capture -- References -- English References -- Chinese References -- Chapter 7: Research Implications and Conclusions -- 7.1 Research Implication -- 7.2 Practical Implications -- 7.2.1 Practical Implications of 4C Model -- 7.2.2 Practical Significance of Two Business Models -- 7.2.2.1 "Cultural Highland" Model -- 7.2.2.2 "Modular System" Model -- 7.3 Conclusions and Future Research Directions -- References -- English References -- Chinese References -- References -- English References -- Chinese References -- Index | |
| 650 | 4 | |a Cultural industries-Economic aspects-China | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Yuan Yuan, Vivian |t The Economic Logic of Chinese Cultural-Creative Industries Parks |d Singapore : Springer Singapore Pte. Limited,c2020 |z 9789811535390 |
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Datensatz im Suchindex
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| author | Yuan Yuan, Vivian |
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| bvnumber | BV048222753 |
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| contents | Intro -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- References -- English References -- Chapter 2: Correlated Concepts and Theory Developments -- 2.1 Cultural, Creative or Cultural-Creative Industries? A Historic Perspective -- 2.1.1 Cultural Industry and Cultural Industries -- 2.1.2 Creative Industries -- 2.1.3 Cultural-Creative Industries and Others -- 2.2 "Cultural District", "Cultural Industries District", "Cluster" and "Park" -- 2.2.1 From "Cultural District" to "Cultural Industries Quarter" -- 2.2.2 The Concepts of "Cluster" and "Park" -- 2.3 Several Primary Research Perspectives on Creative Cluster or CCIP -- 2.3.1 Cultural Economic Geography Perspective -- 2.3.2 Urban Regeneration and Urban Planning Perspective -- 2.3.3 Cultural Sociology Perspective -- 2.4 The Cultural-Creative Industries Park as a Creative Product and the Business Model Perspective -- 2.4.1 Defining "Classic" Cultural-Creative Industries Park (CCCIP) -- 2.4.2 Defining Business Model and Literature Review on Business Model of CCIP -- 2.4.2.1 What Is a Business Model? -- 2.4.2.2 Literature Review on the CCIP Business Model -- 2.4.3 The Essence of Classic CCIP: "Mixed Creative Economic Products" -- 2.4.4 Literature Review on the Business Model of CCIP in Mainland China -- References -- English References -- Chinese References -- Chapter 3: Research Methodology -- 3.1 The Methodology of Case Study -- 3.2 The Description of the Research Fields -- 3.3 The Sources of Field Experience and Data -- References -- English References -- Chinese References -- Chapter 4: The Case Study on the Business Model of OCT-LOFT -- 4.1 Background of OCT-LOFT -- 4.2 The Analysis of Business Model of OCT-LOFT -- 4.2.1 Basic Logic -- 4.2.2 OCT-LOFT: As the Strategic Branding Tool for the OCT Group 4.2.2.1 Establish Non-profit and Professional Art Institute-OCAT -- 4.2.2.2 Closely Related the Branding Position of OCT-LOFT with the City Development -- 4.2.2.3 The Managerial Logic of OCT-LOFT on the Branding of the Group -- 4.2.3 Some Main Management Measures of OCT-LOFT -- 4.2.3.1 Establishment of a Specific Management Entity for OCT-LOFT -- 4.2.3.2 The Management Strategy of OCT-LOFT: Cultivate Creative Ecology -- (A) The Psychological Construction of Creative Manager: Experiment and Exploration -- (B) The Managerial Tactics of OCT-LOFT: De-hierarchization and Cultivation of Creative Ecology -- 4.2.3.3 OCT-LOFT Operation Target: To Build a "Cultural Highland" as a Promotion of Cultural Brand of the OCT Group -- (A) Operating Diversified Public Cultural and Artistic Space -- (B) Produce Branded Creative Cultural Activities -- (1) Pursuing High Standards in Professional and Academic Value -- (2) Operating Branded Cultural Activities in Series -- (C) Consciously Operating Creative Community -- (1) Supporting the Established Creator to Operate Crossover Creative Consumption in the Park -- (2) Helping Potential Creator to Create Their Creative Brands -- 4.3 The Business Logic and Negative Evaluation of OCT-LOFT -- 4.3.1 The Essence of "Cultural Highland" Business Logic -- 4.3.2 Some Negative Evaluations from the Tenants: Brand and Service -- 4.3.2.1 Insufficient Infrastructures and Supporting Services -- 4.3.2.2 Deficiencies in the Business Services -- 4.3.2.3 Inadequate Opportunities and Activities for Creative Interaction Among Enterprises -- 4.3.2.4 Disadvantages from the Central State-Owned Enterprise Identity -- 4.4 Reflection on the Operation and Management Model of "Cultural Highland" -- References -- English References -- Chapter 5: The Case Study on the Business Model of 289 Art Park 5.1 Description of the Background of 289 Art Park Case -- 5.2 Analysis of the Business Model of 289 Art Park -- 5.2.1 Basic Logic -- 5.2.2 The Essence of 289 Art Park as an Urban Cultural Complex: Creative Economic-Ecologic Circle -- 5.2.2.1 Commercialization of Cultural Capital: Creating Cultural IP as the Linkage Between Content and Commerce -- 5.2.2.2 Creating Multifunctional Compound Space Within the Park: Public Cultural Space, Creative Industry Space and Consumption Space -- (A) Integration of Public Cultural Service Space and Cultural Industry Space -- (B) Integration of Cultural Industry Space and Cultural Consumption Space -- (C) Ecological Integration of Culture, Real Estate and Finance: Creative Economic-Ecologic Circle -- 5.2.3 Main Measures Taken by the Park in Operation and Management -- 5.2.3.1 The Creative Management Strategy of South Media Group: Balancing the Innovation and the Earnings -- (A) The Design of the Managerial Organization of the Park: Two-Level Planning -- (B) Managing the Value Production: Taking Advantage of the Cultural Content Production to Endow the Brand Value for the 289 Art Park -- (C) Managing Income: Guaranteeing the Appreciation of State-Owned Assets by Designing Double-Layer Income-Security Mechanism -- 5.2.3.2 The Creative Management and Operation of No. 1 Business -- (A) Managing the Cultural Capital: Making Strategic Cooperation with the South Media Group -- (B) Managing the Financial Capital of the Organization: Cooperate with the CITIC Poly Private Equity Funds (CPPEF) -- (1) Establish Cultural Real Estate Company with CPPEF -- (2) Initiating the Separation Model of Investment and Management to Stimulate Internal Innovation -- (3) Establish Agent Operation Company with Light Assets -- (4) Invest in Operation Team -- (C) Managing the Creative Community in the Park: Derive and Incubate Subsidiaries (1) Incubate Content IP Businesses -- (2) Creating Service Business for the Tenant Companies of the Park -- (a) Functional Service -- (b) Business Service -- 5.3 The Essence and Negative Evaluation of the Business Model of 289 Art Park -- 5.3.1 The Essence of 289 Art Park's Business Model: Developing Replicable "Module" Businesses with Strategic Cooperation -- 5.3.2 Negative Evaluation of Park Tenants: Beautiful Ideal and Unsatisfied Reality -- 5.3.2.1 Cultural Production: Deficiency of Artistic Atmosphere -- 5.3.2.2 Community Management in the Park: Failure and Adjustment of Cultural Content IP Start-Ups -- 5.3.2.3 Park Services: Disadvantages to Tenants Caused by Opening the Park While Building -- 5.3.2.4 Lag in Park Supporting Infrastructure Construction -- 5.4 Reflection: The Business Model of "Modular System" -- Chapter 6: Comparison of the Two Cases -- 6.1 Basis of the Case Comparison -- 6.1.1 Typicality -- 6.1.2 Park Space: From Reconstruction of Old Industrial Factory -- 6.1.3 Operating Entity: Wholly Owned or Holding by State-Owned Capital -- 6.2 The Dimensions of Case Comparison -- 6.2.1 The Holistic System Level of the CCIP -- 6.2.2 Specific Activities of the CCIP -- 6.2.3 Value Creation of the CCIP -- 6.2.4 Value Capture -- 6.3 Comparison of the Two Business Models -- 6.3.1 Comparison of Two Cases in Four Main Constructs of Business Model -- 6.3.1.1 Related Systems of the CCIP -- 6.3.1.2 Specific Activities of the CCIP -- 6.3.1.3 Value Creation of the CCIP -- 6.3.1.4 Value Capture of the CCIP -- 6.4 Generalizing the Features of Two Business Models of CCIP -- 6.4.1 The Business Model of OCT-LOFT: "Cultural Highland" Model -- 6.4.2 289 Art Park: "Modular System" Business Model -- 6.5 The 4C Model Generalized from the Above Two Business Models -- 6.5.1 The System Involved with CCIP: Identifying Context and Industrial Correlation 6.5.2 Specific Behavior of CCIP: On Culture and Community -- 6.5.3 The Implicit Sides of CCIP Business Model: Value Creation and Value Capture -- References -- English References -- Chinese References -- Chapter 7: Research Implications and Conclusions -- 7.1 Research Implication -- 7.2 Practical Implications -- 7.2.1 Practical Implications of 4C Model -- 7.2.2 Practical Significance of Two Business Models -- 7.2.2.1 "Cultural Highland" Model -- 7.2.2.2 "Modular System" Model -- 7.3 Conclusions and Future Research Directions -- References -- English References -- Chinese References -- References -- English References -- Chinese References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6207643 (ZDB-30-PAD)EBC6207643 (ZDB-89-EBL)EBL6207643 (OCoLC)1155416364 (DE-599)BVBBV048222753 |
| dewey-full | 338.87 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 338 - Production |
| dewey-raw | 338.87 |
| dewey-search | 338.87 |
| dewey-sort | 3338.87 |
| dewey-tens | 330 - Economics |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Managing the Financial Capital of the Organization: Cooperate with the CITIC Poly Private Equity Funds (CPPEF) -- (1) Establish Cultural Real Estate Company with CPPEF -- (2) Initiating the Separation Model of Investment and Management to Stimulate Internal Innovation -- (3) Establish Agent Operation Company with Light Assets -- (4) Invest in Operation Team -- (C) Managing the Creative Community in the Park: Derive and Incubate Subsidiaries</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">(1) Incubate Content IP Businesses -- (2) Creating Service Business for the Tenant Companies of the Park -- (a) Functional Service -- (b) Business Service -- 5.3 The Essence and Negative Evaluation of the Business Model of 289 Art Park -- 5.3.1 The Essence of 289 Art Park's Business Model: Developing Replicable "Module" Businesses with Strategic Cooperation -- 5.3.2 Negative Evaluation of Park Tenants: Beautiful Ideal and Unsatisfied Reality -- 5.3.2.1 Cultural Production: Deficiency of Artistic Atmosphere -- 5.3.2.2 Community Management in the Park: Failure and Adjustment of Cultural Content IP Start-Ups -- 5.3.2.3 Park Services: Disadvantages to Tenants Caused by Opening the Park While Building -- 5.3.2.4 Lag in Park Supporting Infrastructure Construction -- 5.4 Reflection: The Business Model of "Modular System" -- Chapter 6: Comparison of the Two Cases -- 6.1 Basis of the Case Comparison -- 6.1.1 Typicality -- 6.1.2 Park Space: From Reconstruction of Old Industrial Factory -- 6.1.3 Operating Entity: Wholly Owned or Holding by State-Owned Capital -- 6.2 The Dimensions of Case Comparison -- 6.2.1 The Holistic System Level of the CCIP -- 6.2.2 Specific Activities of the CCIP -- 6.2.3 Value Creation of the CCIP -- 6.2.4 Value Capture -- 6.3 Comparison of the Two Business Models -- 6.3.1 Comparison of Two Cases in Four Main Constructs of Business Model -- 6.3.1.1 Related Systems of the CCIP -- 6.3.1.2 Specific Activities of the CCIP -- 6.3.1.3 Value Creation of the CCIP -- 6.3.1.4 Value Capture of the CCIP -- 6.4 Generalizing the Features of Two Business Models of CCIP -- 6.4.1 The Business Model of OCT-LOFT: "Cultural Highland" Model -- 6.4.2 289 Art Park: "Modular System" Business Model -- 6.5 The 4C Model Generalized from the Above Two Business Models -- 6.5.1 The System Involved with CCIP: Identifying Context and Industrial Correlation</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6.5.2 Specific Behavior of CCIP: On Culture and Community -- 6.5.3 The Implicit Sides of CCIP Business Model: Value Creation and Value Capture -- References -- English References -- Chinese References -- Chapter 7: Research Implications and Conclusions -- 7.1 Research Implication -- 7.2 Practical Implications -- 7.2.1 Practical Implications of 4C Model -- 7.2.2 Practical Significance of Two Business Models -- 7.2.2.1 "Cultural Highland" Model -- 7.2.2.2 "Modular System" Model -- 7.3 Conclusions and Future Research Directions -- References -- English References -- Chinese References -- References -- English References -- Chinese References -- Index</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Cultural industries-Economic aspects-China</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Yuan Yuan, Vivian</subfield><subfield code="t">The Economic Logic of Chinese Cultural-Creative Industries Parks</subfield><subfield code="d">Singapore : Springer Singapore Pte. Limited,c2020</subfield><subfield code="z">9789811535390</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033603486</subfield></datafield></record></collection> |
| id | DE-604.BV048222753 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:26Z |
| institution | BVB |
| isbn | 9789811535406 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033603486 |
| oclc_num | 1155416364 |
| open_access_boolean | |
| physical | 1 Online-Ressource (301 pages) |
| psigel | ZDB-30-PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer Singapore Pte. Limited |
| record_format | marc |
| spelling | Yuan Yuan, Vivian Verfasser aut The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou Singapore Springer Singapore Pte. Limited 2020 ©2020 1 Online-Ressource (301 pages) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- References -- English References -- Chapter 2: Correlated Concepts and Theory Developments -- 2.1 Cultural, Creative or Cultural-Creative Industries? A Historic Perspective -- 2.1.1 Cultural Industry and Cultural Industries -- 2.1.2 Creative Industries -- 2.1.3 Cultural-Creative Industries and Others -- 2.2 "Cultural District", "Cultural Industries District", "Cluster" and "Park" -- 2.2.1 From "Cultural District" to "Cultural Industries Quarter" -- 2.2.2 The Concepts of "Cluster" and "Park" -- 2.3 Several Primary Research Perspectives on Creative Cluster or CCIP -- 2.3.1 Cultural Economic Geography Perspective -- 2.3.2 Urban Regeneration and Urban Planning Perspective -- 2.3.3 Cultural Sociology Perspective -- 2.4 The Cultural-Creative Industries Park as a Creative Product and the Business Model Perspective -- 2.4.1 Defining "Classic" Cultural-Creative Industries Park (CCCIP) -- 2.4.2 Defining Business Model and Literature Review on Business Model of CCIP -- 2.4.2.1 What Is a Business Model? -- 2.4.2.2 Literature Review on the CCIP Business Model -- 2.4.3 The Essence of Classic CCIP: "Mixed Creative Economic Products" -- 2.4.4 Literature Review on the Business Model of CCIP in Mainland China -- References -- English References -- Chinese References -- Chapter 3: Research Methodology -- 3.1 The Methodology of Case Study -- 3.2 The Description of the Research Fields -- 3.3 The Sources of Field Experience and Data -- References -- English References -- Chinese References -- Chapter 4: The Case Study on the Business Model of OCT-LOFT -- 4.1 Background of OCT-LOFT -- 4.2 The Analysis of Business Model of OCT-LOFT -- 4.2.1 Basic Logic -- 4.2.2 OCT-LOFT: As the Strategic Branding Tool for the OCT Group 4.2.2.1 Establish Non-profit and Professional Art Institute-OCAT -- 4.2.2.2 Closely Related the Branding Position of OCT-LOFT with the City Development -- 4.2.2.3 The Managerial Logic of OCT-LOFT on the Branding of the Group -- 4.2.3 Some Main Management Measures of OCT-LOFT -- 4.2.3.1 Establishment of a Specific Management Entity for OCT-LOFT -- 4.2.3.2 The Management Strategy of OCT-LOFT: Cultivate Creative Ecology -- (A) The Psychological Construction of Creative Manager: Experiment and Exploration -- (B) The Managerial Tactics of OCT-LOFT: De-hierarchization and Cultivation of Creative Ecology -- 4.2.3.3 OCT-LOFT Operation Target: To Build a "Cultural Highland" as a Promotion of Cultural Brand of the OCT Group -- (A) Operating Diversified Public Cultural and Artistic Space -- (B) Produce Branded Creative Cultural Activities -- (1) Pursuing High Standards in Professional and Academic Value -- (2) Operating Branded Cultural Activities in Series -- (C) Consciously Operating Creative Community -- (1) Supporting the Established Creator to Operate Crossover Creative Consumption in the Park -- (2) Helping Potential Creator to Create Their Creative Brands -- 4.3 The Business Logic and Negative Evaluation of OCT-LOFT -- 4.3.1 The Essence of "Cultural Highland" Business Logic -- 4.3.2 Some Negative Evaluations from the Tenants: Brand and Service -- 4.3.2.1 Insufficient Infrastructures and Supporting Services -- 4.3.2.2 Deficiencies in the Business Services -- 4.3.2.3 Inadequate Opportunities and Activities for Creative Interaction Among Enterprises -- 4.3.2.4 Disadvantages from the Central State-Owned Enterprise Identity -- 4.4 Reflection on the Operation and Management Model of "Cultural Highland" -- References -- English References -- Chapter 5: The Case Study on the Business Model of 289 Art Park 5.1 Description of the Background of 289 Art Park Case -- 5.2 Analysis of the Business Model of 289 Art Park -- 5.2.1 Basic Logic -- 5.2.2 The Essence of 289 Art Park as an Urban Cultural Complex: Creative Economic-Ecologic Circle -- 5.2.2.1 Commercialization of Cultural Capital: Creating Cultural IP as the Linkage Between Content and Commerce -- 5.2.2.2 Creating Multifunctional Compound Space Within the Park: Public Cultural Space, Creative Industry Space and Consumption Space -- (A) Integration of Public Cultural Service Space and Cultural Industry Space -- (B) Integration of Cultural Industry Space and Cultural Consumption Space -- (C) Ecological Integration of Culture, Real Estate and Finance: Creative Economic-Ecologic Circle -- 5.2.3 Main Measures Taken by the Park in Operation and Management -- 5.2.3.1 The Creative Management Strategy of South Media Group: Balancing the Innovation and the Earnings -- (A) The Design of the Managerial Organization of the Park: Two-Level Planning -- (B) Managing the Value Production: Taking Advantage of the Cultural Content Production to Endow the Brand Value for the 289 Art Park -- (C) Managing Income: Guaranteeing the Appreciation of State-Owned Assets by Designing Double-Layer Income-Security Mechanism -- 5.2.3.2 The Creative Management and Operation of No. 1 Business -- (A) Managing the Cultural Capital: Making Strategic Cooperation with the South Media Group -- (B) Managing the Financial Capital of the Organization: Cooperate with the CITIC Poly Private Equity Funds (CPPEF) -- (1) Establish Cultural Real Estate Company with CPPEF -- (2) Initiating the Separation Model of Investment and Management to Stimulate Internal Innovation -- (3) Establish Agent Operation Company with Light Assets -- (4) Invest in Operation Team -- (C) Managing the Creative Community in the Park: Derive and Incubate Subsidiaries (1) Incubate Content IP Businesses -- (2) Creating Service Business for the Tenant Companies of the Park -- (a) Functional Service -- (b) Business Service -- 5.3 The Essence and Negative Evaluation of the Business Model of 289 Art Park -- 5.3.1 The Essence of 289 Art Park's Business Model: Developing Replicable "Module" Businesses with Strategic Cooperation -- 5.3.2 Negative Evaluation of Park Tenants: Beautiful Ideal and Unsatisfied Reality -- 5.3.2.1 Cultural Production: Deficiency of Artistic Atmosphere -- 5.3.2.2 Community Management in the Park: Failure and Adjustment of Cultural Content IP Start-Ups -- 5.3.2.3 Park Services: Disadvantages to Tenants Caused by Opening the Park While Building -- 5.3.2.4 Lag in Park Supporting Infrastructure Construction -- 5.4 Reflection: The Business Model of "Modular System" -- Chapter 6: Comparison of the Two Cases -- 6.1 Basis of the Case Comparison -- 6.1.1 Typicality -- 6.1.2 Park Space: From Reconstruction of Old Industrial Factory -- 6.1.3 Operating Entity: Wholly Owned or Holding by State-Owned Capital -- 6.2 The Dimensions of Case Comparison -- 6.2.1 The Holistic System Level of the CCIP -- 6.2.2 Specific Activities of the CCIP -- 6.2.3 Value Creation of the CCIP -- 6.2.4 Value Capture -- 6.3 Comparison of the Two Business Models -- 6.3.1 Comparison of Two Cases in Four Main Constructs of Business Model -- 6.3.1.1 Related Systems of the CCIP -- 6.3.1.2 Specific Activities of the CCIP -- 6.3.1.3 Value Creation of the CCIP -- 6.3.1.4 Value Capture of the CCIP -- 6.4 Generalizing the Features of Two Business Models of CCIP -- 6.4.1 The Business Model of OCT-LOFT: "Cultural Highland" Model -- 6.4.2 289 Art Park: "Modular System" Business Model -- 6.5 The 4C Model Generalized from the Above Two Business Models -- 6.5.1 The System Involved with CCIP: Identifying Context and Industrial Correlation 6.5.2 Specific Behavior of CCIP: On Culture and Community -- 6.5.3 The Implicit Sides of CCIP Business Model: Value Creation and Value Capture -- References -- English References -- Chinese References -- Chapter 7: Research Implications and Conclusions -- 7.1 Research Implication -- 7.2 Practical Implications -- 7.2.1 Practical Implications of 4C Model -- 7.2.2 Practical Significance of Two Business Models -- 7.2.2.1 "Cultural Highland" Model -- 7.2.2.2 "Modular System" Model -- 7.3 Conclusions and Future Research Directions -- References -- English References -- Chinese References -- References -- English References -- Chinese References -- Index Cultural industries-Economic aspects-China Erscheint auch als Druck-Ausgabe Yuan Yuan, Vivian The Economic Logic of Chinese Cultural-Creative Industries Parks Singapore : Springer Singapore Pte. Limited,c2020 9789811535390 |
| spellingShingle | Yuan Yuan, Vivian The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou Intro -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- References -- English References -- Chapter 2: Correlated Concepts and Theory Developments -- 2.1 Cultural, Creative or Cultural-Creative Industries? A Historic Perspective -- 2.1.1 Cultural Industry and Cultural Industries -- 2.1.2 Creative Industries -- 2.1.3 Cultural-Creative Industries and Others -- 2.2 "Cultural District", "Cultural Industries District", "Cluster" and "Park" -- 2.2.1 From "Cultural District" to "Cultural Industries Quarter" -- 2.2.2 The Concepts of "Cluster" and "Park" -- 2.3 Several Primary Research Perspectives on Creative Cluster or CCIP -- 2.3.1 Cultural Economic Geography Perspective -- 2.3.2 Urban Regeneration and Urban Planning Perspective -- 2.3.3 Cultural Sociology Perspective -- 2.4 The Cultural-Creative Industries Park as a Creative Product and the Business Model Perspective -- 2.4.1 Defining "Classic" Cultural-Creative Industries Park (CCCIP) -- 2.4.2 Defining Business Model and Literature Review on Business Model of CCIP -- 2.4.2.1 What Is a Business Model? -- 2.4.2.2 Literature Review on the CCIP Business Model -- 2.4.3 The Essence of Classic CCIP: "Mixed Creative Economic Products" -- 2.4.4 Literature Review on the Business Model of CCIP in Mainland China -- References -- English References -- Chinese References -- Chapter 3: Research Methodology -- 3.1 The Methodology of Case Study -- 3.2 The Description of the Research Fields -- 3.3 The Sources of Field Experience and Data -- References -- English References -- Chinese References -- Chapter 4: The Case Study on the Business Model of OCT-LOFT -- 4.1 Background of OCT-LOFT -- 4.2 The Analysis of Business Model of OCT-LOFT -- 4.2.1 Basic Logic -- 4.2.2 OCT-LOFT: As the Strategic Branding Tool for the OCT Group 4.2.2.1 Establish Non-profit and Professional Art Institute-OCAT -- 4.2.2.2 Closely Related the Branding Position of OCT-LOFT with the City Development -- 4.2.2.3 The Managerial Logic of OCT-LOFT on the Branding of the Group -- 4.2.3 Some Main Management Measures of OCT-LOFT -- 4.2.3.1 Establishment of a Specific Management Entity for OCT-LOFT -- 4.2.3.2 The Management Strategy of OCT-LOFT: Cultivate Creative Ecology -- (A) The Psychological Construction of Creative Manager: Experiment and Exploration -- (B) The Managerial Tactics of OCT-LOFT: De-hierarchization and Cultivation of Creative Ecology -- 4.2.3.3 OCT-LOFT Operation Target: To Build a "Cultural Highland" as a Promotion of Cultural Brand of the OCT Group -- (A) Operating Diversified Public Cultural and Artistic Space -- (B) Produce Branded Creative Cultural Activities -- (1) Pursuing High Standards in Professional and Academic Value -- (2) Operating Branded Cultural Activities in Series -- (C) Consciously Operating Creative Community -- (1) Supporting the Established Creator to Operate Crossover Creative Consumption in the Park -- (2) Helping Potential Creator to Create Their Creative Brands -- 4.3 The Business Logic and Negative Evaluation of OCT-LOFT -- 4.3.1 The Essence of "Cultural Highland" Business Logic -- 4.3.2 Some Negative Evaluations from the Tenants: Brand and Service -- 4.3.2.1 Insufficient Infrastructures and Supporting Services -- 4.3.2.2 Deficiencies in the Business Services -- 4.3.2.3 Inadequate Opportunities and Activities for Creative Interaction Among Enterprises -- 4.3.2.4 Disadvantages from the Central State-Owned Enterprise Identity -- 4.4 Reflection on the Operation and Management Model of "Cultural Highland" -- References -- English References -- Chapter 5: The Case Study on the Business Model of 289 Art Park 5.1 Description of the Background of 289 Art Park Case -- 5.2 Analysis of the Business Model of 289 Art Park -- 5.2.1 Basic Logic -- 5.2.2 The Essence of 289 Art Park as an Urban Cultural Complex: Creative Economic-Ecologic Circle -- 5.2.2.1 Commercialization of Cultural Capital: Creating Cultural IP as the Linkage Between Content and Commerce -- 5.2.2.2 Creating Multifunctional Compound Space Within the Park: Public Cultural Space, Creative Industry Space and Consumption Space -- (A) Integration of Public Cultural Service Space and Cultural Industry Space -- (B) Integration of Cultural Industry Space and Cultural Consumption Space -- (C) Ecological Integration of Culture, Real Estate and Finance: Creative Economic-Ecologic Circle -- 5.2.3 Main Measures Taken by the Park in Operation and Management -- 5.2.3.1 The Creative Management Strategy of South Media Group: Balancing the Innovation and the Earnings -- (A) The Design of the Managerial Organization of the Park: Two-Level Planning -- (B) Managing the Value Production: Taking Advantage of the Cultural Content Production to Endow the Brand Value for the 289 Art Park -- (C) Managing Income: Guaranteeing the Appreciation of State-Owned Assets by Designing Double-Layer Income-Security Mechanism -- 5.2.3.2 The Creative Management and Operation of No. 1 Business -- (A) Managing the Cultural Capital: Making Strategic Cooperation with the South Media Group -- (B) Managing the Financial Capital of the Organization: Cooperate with the CITIC Poly Private Equity Funds (CPPEF) -- (1) Establish Cultural Real Estate Company with CPPEF -- (2) Initiating the Separation Model of Investment and Management to Stimulate Internal Innovation -- (3) Establish Agent Operation Company with Light Assets -- (4) Invest in Operation Team -- (C) Managing the Creative Community in the Park: Derive and Incubate Subsidiaries (1) Incubate Content IP Businesses -- (2) Creating Service Business for the Tenant Companies of the Park -- (a) Functional Service -- (b) Business Service -- 5.3 The Essence and Negative Evaluation of the Business Model of 289 Art Park -- 5.3.1 The Essence of 289 Art Park's Business Model: Developing Replicable "Module" Businesses with Strategic Cooperation -- 5.3.2 Negative Evaluation of Park Tenants: Beautiful Ideal and Unsatisfied Reality -- 5.3.2.1 Cultural Production: Deficiency of Artistic Atmosphere -- 5.3.2.2 Community Management in the Park: Failure and Adjustment of Cultural Content IP Start-Ups -- 5.3.2.3 Park Services: Disadvantages to Tenants Caused by Opening the Park While Building -- 5.3.2.4 Lag in Park Supporting Infrastructure Construction -- 5.4 Reflection: The Business Model of "Modular System" -- Chapter 6: Comparison of the Two Cases -- 6.1 Basis of the Case Comparison -- 6.1.1 Typicality -- 6.1.2 Park Space: From Reconstruction of Old Industrial Factory -- 6.1.3 Operating Entity: Wholly Owned or Holding by State-Owned Capital -- 6.2 The Dimensions of Case Comparison -- 6.2.1 The Holistic System Level of the CCIP -- 6.2.2 Specific Activities of the CCIP -- 6.2.3 Value Creation of the CCIP -- 6.2.4 Value Capture -- 6.3 Comparison of the Two Business Models -- 6.3.1 Comparison of Two Cases in Four Main Constructs of Business Model -- 6.3.1.1 Related Systems of the CCIP -- 6.3.1.2 Specific Activities of the CCIP -- 6.3.1.3 Value Creation of the CCIP -- 6.3.1.4 Value Capture of the CCIP -- 6.4 Generalizing the Features of Two Business Models of CCIP -- 6.4.1 The Business Model of OCT-LOFT: "Cultural Highland" Model -- 6.4.2 289 Art Park: "Modular System" Business Model -- 6.5 The 4C Model Generalized from the Above Two Business Models -- 6.5.1 The System Involved with CCIP: Identifying Context and Industrial Correlation 6.5.2 Specific Behavior of CCIP: On Culture and Community -- 6.5.3 The Implicit Sides of CCIP Business Model: Value Creation and Value Capture -- References -- English References -- Chinese References -- Chapter 7: Research Implications and Conclusions -- 7.1 Research Implication -- 7.2 Practical Implications -- 7.2.1 Practical Implications of 4C Model -- 7.2.2 Practical Significance of Two Business Models -- 7.2.2.1 "Cultural Highland" Model -- 7.2.2.2 "Modular System" Model -- 7.3 Conclusions and Future Research Directions -- References -- English References -- Chinese References -- References -- English References -- Chinese References -- Index Cultural industries-Economic aspects-China |
| title | The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou |
| title_auth | The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou |
| title_exact_search | The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou |
| title_exact_search_txtP | The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou |
| title_full | The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou |
| title_fullStr | The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou |
| title_full_unstemmed | The Economic Logic of Chinese Cultural-Creative Industries Parks Shenzhen and Guangzhou |
| title_short | The Economic Logic of Chinese Cultural-Creative Industries Parks |
| title_sort | the economic logic of chinese cultural creative industries parks shenzhen and guangzhou |
| title_sub | Shenzhen and Guangzhou |
| topic | Cultural industries-Economic aspects-China |
| topic_facet | Cultural industries-Economic aspects-China |
| work_keys_str_mv | AT yuanyuanvivian theeconomiclogicofchineseculturalcreativeindustriesparksshenzhenandguangzhou |