The Business Models of Chinese Cultural Creative Parks:Using Cases in Shenzhen and Guangzhou as examples

• Main Authors: YUAN YUAN, 袁園
• Other Authors: HSIEH,MING-HUNG
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/36fbte

博士 === 實踐大學 === 管理學院創意產業博士班 === 106 === Cultural Creative Park (CCP) is an important issue emerging with the development of Creative Industry. Since this issue is broadly connected with industry, policy, space, geography, cluster and community, the discussion of it seemed extremely discursive. Many different disciplines have a cross on the study of this issue; meanwhile, they have different research approaches for different research goals. With all of these research diversities as a background, this thesis tried to ask and answer such an overlooked question: when we realized that CCP had more and more become an important policy tool, what could be the nature and business model of a top-down designed CCP? Although CCP may have an initial version started from a bottom-up cluster, once the government stepped in and made it organized, a clear business model to keep it move on and achieve its given goal became quite necessary. So from the perspective of business model of Cultural Creative Park, are there any successful or sustainable models could be generalized? And, is there any possibility to find out a framework for designing business models for managing and operating Cultural Creative Parks? All of these specific and practical questions are going to be given an answer by this research. Through literature review of CCP and business model, this thesis defined ‘Classic Cultural Creative Park’ (CCCP) as a ‘Hybrid creative economic product’, which is both public and private, and then did two cases studies of CCCP of mainland China. Based on the two cases studies and qualitative analysis of the comparison on differentiations of the two cases, this thesis generalized two representative business models of CCCP: the ‘Cultural Highland’ model and the ‘Modular system’ model. And with the comparison of the similarities of the two cases, the thesis finally proposed a 4C model (context, culture, community, correlation) as a framework for designing business models of CCCP, which could give the manager an approach to develop its own business model under specific preconditions. It suggests that to make a CCCP develop sustainably and successfully, the manager of CCCP should think systematically. They should consider the cultural and industrial context of the city or the district where the CCCP located, make cultural events and produce activities around creative community clustered in the CCCP, then with the value creation during these cultural events and community activities, they have to figure out a value capture approach correlated to CCCP. This research not only filled a gap in the research of CCP from the perspectives of management and business model in a specific political and economic context and concerned about specifically defined CCP, which are strongly appealed by many scholars in this field, but also provided practical experience and guides in CCP designing and managing, which are extremely needed for CCP managers. Besides, for the policy maker, this thesis is a good academic support and enlightenment to make out new policies which are more suitable for the development of creative industry and CCP.