These years in Taiwan, many counties and cities are having festive activities to advance tourism, to improve economic, to promote cultural environment and to encourage united. Most festivals bring large population during the period, without cultural, economic and educational impact. But the overseas festive activities that have a long history, besides have government and resident support; in addition these festivals create cultural, educational and economical value. All these happen for the industrialization of festival activities, so how to run the industrialization is a topic to discuss. The object of this research is the industrialization of festive activities, and used Edinburgh International Festival, Hokkaido Yosakoi Soran Festival, I-Lan International Children¡¦s Folklore and Folkgame Festival, Kenting Windchime Feast as case studies. The SWOT analysis and VCS analysis was used to analyze the advantage and disadvantage of industrialization in these festivals. According to the result to develop a model for the industrialization of festival activities. The conclusion was made as follows: First, the festival organization should develop it¡¦s own souvenirs, second, integrate with hotels, transports, restaurants and tourism, then set up a festival center and last is to having education programs.

Abstract The economical pioneer of new era ¢w The cultural and creative industries become the chief pattern in New Economy. I take the example of ¡§bridal photography industry¡¨ which is deep into the Chinese culture, and still act as a role model after going through industry life cycle, to found a successful pattern for cultural and creative industries. The applications to the cultural and creative industries from the key success factors in bridal photography Industry are as follow¡G 1. The cluster effect is shown not only in the ¡§bridal photography street¡¨ but other kinds of cultural and creative industries. 2. The vertical and horizontal integration concepts in the wedding industryi chain can be applied to cultural and creative industries, it can create more production value for the firm ¢w for the cultural and creative enterprises, ¡§industrialization¡¨ is the key point, to make it work, the enterprises should dropped their preconceived ideas and cross their limitation, thus they could compete with each other under the developing process of industry. 3. Value-added application ¢w First--Differentiation¡Git makes the bridal photography industry become the specialty in Taiwan; Second--Duplication¡Xstandardization¡Bhigh level expression and module¡Gwhile considering the booming expansion, cultural and creative industries can learn from the concept of cost-down in mechanical industry, that is, make their product duplicable, come off the hand-made, and develop successful module; third ¡V Authorization. The original creation process of cultural and creative industries is extremely tough, if they can use the authorization well, then they should create more production value and influence. 4. The technology urged the industry to go for two extremes¡GThe very few artists standing on the top, and the main stream of industry which caters to trend; embracing technology is the best option when cultural and creative industries confront new era. 5. Open up the exporting and tourism markets. 6. The blue ocean strategy for individualization era ¡V The new consumption stage¡Gselling the wonderful lifestyle, customer-orientation¡Bemotional marketing¡Bsymbolic economic and luxury marketing; using the human resources well and creating high value-added. Other warnings are about the difficult financing policy, the over-supply after industrialization, the competitor after globalization and the extra pressure problems from social economic state. The cultural and creative enterprise and the industry should drop the preconceived ideas or take others to slightly, they should learn the advantages from each other¡GThe cultural and creative enterprise should emulate the concepts of standardization¡Bhigh level expression¡Bmodule or cost-down from industry, and the industry can observe the variation ability of duplication form The cultural and creative enterprise, and create high value-added by authorization.

From the music composers, the film producers and the sketch artists to the nail technicians and hairdressers, the creative industry can economically emancipate the youth of Africa. Employment is a valuable mechanism that enables people to live. It supports one’s livelihood. However, the lack of availability thereof, proves to put society in an uncomfortable position. The unemployment rate experienced in Africa is very high. Research provides that about 29% of the people in SA and around 18% of people in Botswana are unemployed. With the youth being the most vulnerable. Various programs have been introduced by different administrations over time to address youth unemployment which has been an issue of significant public concern all around. It would prove that more and more Africans are joining a depressed job market. This is due to the perception that only certain careers can fund a livelihood. There are jobs available in financial services, power, real estate, hospitality and healthcare and so forth, but these are not necessarily helpful or functional for everyone. Not all youth is academically suited for certain careers, and because of the marginalized education system, people are all heading to the same jobs. This leads to a limited intake into the workforce. There are hardly enough jobs in the creative industry. African State Parties provide a small portion of their national budget into the industry. The SA government in particular devoted R4.5-billion of its National budget to the Department of Arts and culture for 2018/19, which contributes to the promotion of arts, culture and development and heritage preservation among others. However, much of the SA budget is devoted to Education which includes arts education. For the potential impact it could have on development, the creative industry deserves more recognition. It is a “Can do” type of field with a large portion of it being informal and at times, people in the industry work for little-to-no income. State Parties are not injecting enough money into the industry itself for its growth and manifestation. Most of the creative industry is funded by the private sector and thus is difficult to penetrate by the young people living in townships and informal settlements. Governments will have to play a critical role in finding solutions to the issue of youth unemployment and with the prevalence of a high unemployment rate in South Africa, the creative industry can produce ways in which these challenges can be eradicated. / Mini Dissertation (LLM)--University of Pretoria, 2019. / Public Law / LLM / Unrestricted

My diploma paper deals with the monocities theme. Under monocities there are understood cities with a mono-thematic economy structure. Nowadays there are a lot of issues in the monocities as well as social and economic questions to be solved. At the beginning the term monocity is defined and included into historical connections, an attention is also paid to the future trends. I also tried to offer some proposals how to solve the situtation. An implementation of the creative industry (as specified in detail here) has been chosen as a preferred way out. To understand this subject better, I have also added a concrete example -- an art café project.

ABSTRACT Today our economic competition faced great challenges because of international economic reform; meanwhile .Knowledge-based Economy. has already become a major trend in this age. Thus why our economies scrambling to catch on to the strategy of value added growth by combining high tech service and cultural creative contents. The way to get the master key to this is to get the right creative people to work on innovative projects and produce highly value added products. According to Florida.s theory¡]2003¡^¡uThe demographics show it is critically linked with the location where can attract and keep the talents. Provide for the needs of new Creativity that requires 3T: Talents in living in Tolerant and Technically supportive Clusters¡v. Set up a Cultural and Creative Center is one of the major goal of . Challenge 2008¡GThe National Development Plan in Taiwan. ; and currently the most important issue is the adaptive reuse of five deserted industrial wineries in five cities . This thesis emphasized mainly on the operation strategies of one case study¡GGranville Island District in Vancouver, Canada. The reason is: Granville Island District is one of the most successful projects in North America. The planning and designing objectives were to reuse the industrial and warehouse buildings by changing them into multi-use structures. The plan also focused on maintaining the industrial feel of the island while introducing a range of cultural, educational, commercial and some industrial uses. The research discovered from Granville Island District.s lessons that Granville Island has succeeded, not only by focusing on a coherent master plan or a theme park like design integrity, but through maintaining its flexibility as it has grown institutions, business and places from within ¡Ðserving a broader and broader set of users. The Granville Island District.s success story can be used as a best example of Hua Shan Cultural and Creative Industry Center.s future development plan.

Cultural & Creative Industry (CCI) is a highly knowledge-based and productive industry. And the cultural tourist industry also been treated as the most potential industry in 21st century. Kaohsiung city, Kaohsiung county, and Ping Tung county are located in the most southern part of Taiwan. In the past, the local governments didn¡¦t focus on cultural travel. Since 2004, these three local government established ¡§Regional development committee¡¨ to open mutual dialogue between administrations. This committee is not only coordinating the relationships of governments, but also to run for more resources to develop industry captivity. Therefore, this research will take the region of Kaohsiung city, Kaohsiung County, and pin Tong County as research target. In vertical dimension, the research will focus on global trends, cultural touristy theory, cultural property theory, and overseas case study. In horizontal dimension, the research will combine the country¡¦s development policy, city vision, and regional resources. With cross analysis, the research will find out the benefits in politic, economic, and culture. Also, the research use methodologies such as document reading, case analysis, SWOT analysis, in-depth interview, and field study. This research will try to discuss following contents: 1.to clarify the trend and content of cultural touristy in international point of view through document reading. 2.to review the nation¡¦s development policy and southern city visions. The research will find the combination of targets. 3.to trigger the standards of economic benefit, and tell the develop advantage of this area from the development of cultural & creative industry and overseas successful case. 4.to use unique regional culture to create southern cultural travel image in eco-tourism as the last theme.

Culture is one of the most important properties in every country. Although every country has her own culture, it isn¡¦t easy to find a viable business model and turn it into a real industry. Hollywood is very famous around the world, and it really makes a lot of people know the culture of movies. Also it contributes a great quantity of profit to USA. In Taiwan, our government also works hard to develop a real industry with our culture and make a higher profit. In 2005, our government listed the culture and creative industry in the project¡yPlan for National Development in the New Century ¡zto imrpove the relative environment and to train more people. However, we find most of our enterprises in culture and creative industry are small - medium companies and their scale is not big enough to compete with overseas companies. Culture and creative industry is full of uncertainty and risk (Hesmondhalgh,2002). For these small - medium companies, we may need a systematic method to build the business model.¡yStrategy planning¡zis a very famous tool or theory in management which offers a systematic thinking and makes a correct strategy. Moreover, these successful companies in culture and creative industry are good at using media to promote their goods or services. Media is not only a promotional tool, but also a channel to access the information from the customers or fans. Therefore, I combine this factor into this research to find how the companies use this information from media to help their strategic planning. In this research, I use qualitative research method to find a typical case, PILI multimedia, which is famous with the palmar drama in Taiwan. For enterprise, I use the strategic planning to find how well the information from the multimedia affects the planning process. This research separates the strategic planning into four steps to help us understand the information flow more clearly. From the research findings, , several suggestions are made for the companies in culture industry . ¡]1¡^To find the media your own culture goods or service really want. ¡]2¡^Use the information carefully and order it. ¡]3¡^Make sure your organization could handle the huge and complicated information.

A indústria criativa alcançou grande importância econômica nos últimos anos. Essa importância está associada a transformações de valores sociais e culturais, contudo ainda é um assunto pouco explorado na literatura (BENDASSOLI et al., 2009). Um dos setores que compõem essa indústria é o design, que também apresentou crescimento recentemente (SISTEMA FIRJAN, 2008, 2012; DCSM, 2001, 2010). Assim torna-se importante entender como ocorre a inovação nesse setor, para maximizar as características positivas, mantendo uma postura competitiva no mercado. A partir desse contexto esse estudo buscou responder a seguinte questão de pesquisa: quais são os fatores que afetam à inovação nas empresas de consultoria de design? Os objetivos desta pesquisa são: analisar a definição de inovação para as empresas de consultoria de design no Brasil e na Inglaterra, descrever o processo de inovação nas empresas de consultoria de design localizados no Brasil e na Inglaterra e compreender os fatores que influenciam à inovação nos escritórios de design. Para atingir esses objetivos foi realizada uma pesquisa exploratória no Brasil e na Inglaterra em quatro empresas de consultoria de design. Além disso, foram efetuados levantamentos de dados secundários e entrevistas pessoais com especialistas brasileiros e ingleses. Como resultado desse estudo foram encontradas três contribuições teóricas. A primeira delas o entendimento do que é inovação para empresas de consultoria de design, assim em um projeto inovador as quatro dimensões para inovar são interdependentes (processo, produto e/ou serviço, gestão e mercado), ou seja, dependem uma das outras para gerar inovações. Assim, a medida que se cria uma solução (produto, serviço ou experiência de usuário), desenvolve-se o projeto (processo), que sofre alterações com a participação do cliente e/ou usuários (mercado) e a interferência do ambiente e da estrutura organizacional do escritório (gestão). Essa definição proposta é diferente da definição tradicional de inovação na indústria manufatureira, dado que nela a inovação é específica e independente para cada uma dessas quatro dimensões. A segunda contribuição foi a descoberta dos principais elementos que compõem a inovação na indústria criativa, as quais são: a relação com o cliente e/ou mercado, o ambiente organizacional, o processo e as pessoas que fazem parte do desenvolvimento da solução. Por fim, a terceira contribuição teórica consiste nas oito dimensões encontradas que influenciam à inovação nesses escritórios, das quais, cinco estão sustentadas na literatura, sendo elas: cliente, organização, rede do escritório, rede do cliente e pesquisa. Contudo, esse estudo de caso evidenciou que existem outras três dimensões que impactam na inovação nas empresas de consultoria de design que são a capacitação/conhecimento, processo e pessoas. Com relação aos gestores desses escritórios, recomenda-se trabalhar nas dimensões pessoas, processos e capacitações, dado que são fatores chaves que impactam na inovação. Uma limitação do trabalho foi a pouca quantidade de empresas entrevistadas. Recomenda-se para estudos futuros testar quantitativamente a informação desta pesquisa. / The creative industry is reaching an important economic and is associated with social and cultural values transformations. However, this subject is still relative unexplored in the literature (BENDASSOLI et al, 2009). One of the sectors of that industry is design, which has grown its economic interest in recent years (SISTEMA FIRJAN, 2008, 2012; DCSM, 2001, 2010), making it important to understand how it is innovation on it in order to maximize those features and keep it competitive in the market. As to this scenario, this work tries to answer the question: what are the factors that affect innovation in design consulting firms? The objectives of this research are: to analyse the definition of innovation for the design consulting firms in Brazil and England. Describe the process of innovation in design consulting firms located in Brazil and England and understand the factors that affect innovation in design offices. To achieve those objectives, an exploratory research was conducted in Brazil and England in four design consulting firms. In addition, secondary data from surveys and personal interviews with Brazilian and British experts were made. This work has three theoretical contributions mainly; the first of them was the understanding of what is innovation for design consultancy companies. Thereby, an innovative project is considered interdependent, that is, the four dimensions, process, product and/or service, management and market depend on each other to generate innovation. This definition is different from the traditional definition of innovation in manufacturing, since it innovation is specific and independent for each of these four dimensions. The second one it was the discovery of the main elements that compose the innovation in the creative industries, which are the relationship with the customer, the organizational environment, the process and the people who participate of the solution development. Finally, the third theoretical contribution, it was the eight dimensions found that influence innovation in those offices, including five that are supported in the literature, customer, organization, office network, customer network and research. However, this case study showed that there are three other dimensions that impact on innovation that are training/knowledge, process and people. Regarding the managers of those offices, it is recommended to work in the dimensions people, process and training/knowledge, as theses are key factors that impact on innovation. A limitation of the study was the small number of companies interviewed. And it is recommended for future studies to test quantitatively the information of this research.

A indústria criativa alcançou grande importância econômica nos últimos anos. Essa importância está associada a transformações de valores sociais e culturais, contudo ainda é um assunto pouco explorado na literatura (BENDASSOLI et al., 2009). Um dos setores que compõem essa indústria é o design, que também apresentou crescimento recentemente (SISTEMA FIRJAN, 2008, 2012; DCSM, 2001, 2010). Assim torna-se importante entender como ocorre a inovação nesse setor, para maximizar as características positivas, mantendo uma postura competitiva no mercado. A partir desse contexto esse estudo buscou responder a seguinte questão de pesquisa: quais são os fatores que afetam à inovação nas empresas de consultoria de design? Os objetivos desta pesquisa são: analisar a definição de inovação para as empresas de consultoria de design no Brasil e na Inglaterra, descrever o processo de inovação nas empresas de consultoria de design localizados no Brasil e na Inglaterra e compreender os fatores que influenciam à inovação nos escritórios de design. Para atingir esses objetivos foi realizada uma pesquisa exploratória no Brasil e na Inglaterra em quatro empresas de consultoria de design. Além disso, foram efetuados levantamentos de dados secundários e entrevistas pessoais com especialistas brasileiros e ingleses. Como resultado desse estudo foram encontradas três contribuições teóricas. A primeira delas o entendimento do que é inovação para empresas de consultoria de design, assim em um projeto inovador as quatro dimensões para inovar são interdependentes (processo, produto e/ou serviço, gestão e mercado), ou seja, dependem uma das outras para gerar inovações. Assim, a medida que se cria uma solução (produto, serviço ou experiência de usuário), desenvolve-se o projeto (processo), que sofre alterações com a participação do cliente e/ou usuários (mercado) e a interferência do ambiente e da estrutura organizacional do escritório (gestão). Essa definição proposta é diferente da definição tradicional de inovação na indústria manufatureira, dado que nela a inovação é específica e independente para cada uma dessas quatro dimensões. A segunda contribuição foi a descoberta dos principais elementos que compõem a inovação na indústria criativa, as quais são: a relação com o cliente e/ou mercado, o ambiente organizacional, o processo e as pessoas que fazem parte do desenvolvimento da solução. Por fim, a terceira contribuição teórica consiste nas oito dimensões encontradas que influenciam à inovação nesses escritórios, das quais, cinco estão sustentadas na literatura, sendo elas: cliente, organização, rede do escritório, rede do cliente e pesquisa. Contudo, esse estudo de caso evidenciou que existem outras três dimensões que impactam na inovação nas empresas de consultoria de design que são a capacitação/conhecimento, processo e pessoas. Com relação aos gestores desses escritórios, recomenda-se trabalhar nas dimensões pessoas, processos e capacitações, dado que são fatores chaves que impactam na inovação. Uma limitação do trabalho foi a pouca quantidade de empresas entrevistadas. Recomenda-se para estudos futuros testar quantitativamente a informação desta pesquisa. / The creative industry is reaching an important economic and is associated with social and cultural values transformations. However, this subject is still relative unexplored in the literature (BENDASSOLI et al, 2009). One of the sectors of that industry is design, which has grown its economic interest in recent years (SISTEMA FIRJAN, 2008, 2012; DCSM, 2001, 2010), making it important to understand how it is innovation on it in order to maximize those features and keep it competitive in the market. As to this scenario, this work tries to answer the question: what are the factors that affect innovation in design consulting firms? The objectives of this research are: to analyse the definition of innovation for the design consulting firms in Brazil and England. Describe the process of innovation in design consulting firms located in Brazil and England and understand the factors that affect innovation in design offices. To achieve those objectives, an exploratory research was conducted in Brazil and England in four design consulting firms. In addition, secondary data from surveys and personal interviews with Brazilian and British experts were made. This work has three theoretical contributions mainly; the first of them was the understanding of what is innovation for design consultancy companies. Thereby, an innovative project is considered interdependent, that is, the four dimensions, process, product and/or service, management and market depend on each other to generate innovation. This definition is different from the traditional definition of innovation in manufacturing, since it innovation is specific and independent for each of these four dimensions. The second one it was the discovery of the main elements that compose the innovation in the creative industries, which are the relationship with the customer, the organizational environment, the process and the people who participate of the solution development. Finally, the third theoretical contribution, it was the eight dimensions found that influence innovation in those offices, including five that are supported in the literature, customer, organization, office network, customer network and research. However, this case study showed that there are three other dimensions that impact on innovation that are training/knowledge, process and people. Regarding the managers of those offices, it is recommended to work in the dimensions people, process and training/knowledge, as theses are key factors that impact on innovation. A limitation of the study was the small number of companies interviewed. And it is recommended for future studies to test quantitatively the information of this research.

A indústria criativa alcançou grande importância econômica nos últimos anos. Essa importância está associada a transformações de valores sociais e culturais, contudo ainda é um assunto pouco explorado na literatura (BENDASSOLI et al., 2009). Um dos setores que compõem essa indústria é o design, que também apresentou crescimento recentemente (SISTEMA FIRJAN, 2008, 2012; DCSM, 2001, 2010). Assim torna-se importante entender como ocorre a inovação nesse setor, para maximizar as características positivas, mantendo uma postura competitiva no mercado. A partir desse contexto esse estudo buscou responder a seguinte questão de pesquisa: quais são os fatores que afetam à inovação nas empresas de consultoria de design? Os objetivos desta pesquisa são: analisar a definição de inovação para as empresas de consultoria de design no Brasil e na Inglaterra, descrever o processo de inovação nas empresas de consultoria de design localizados no Brasil e na Inglaterra e compreender os fatores que influenciam à inovação nos escritórios de design. Para atingir esses objetivos foi realizada uma pesquisa exploratória no Brasil e na Inglaterra em quatro empresas de consultoria de design. Além disso, foram efetuados levantamentos de dados secundários e entrevistas pessoais com especialistas brasileiros e ingleses. Como resultado desse estudo foram encontradas três contribuições teóricas. A primeira delas o entendimento do que é inovação para empresas de consultoria de design, assim em um projeto inovador as quatro dimensões para inovar são interdependentes (processo, produto e/ou serviço, gestão e mercado), ou seja, dependem uma das outras para gerar inovações. Assim, a medida que se cria uma solução (produto, serviço ou experiência de usuário), desenvolve-se o projeto (processo), que sofre alterações com a participação do cliente e/ou usuários (mercado) e a interferência do ambiente e da estrutura organizacional do escritório (gestão). Essa definição proposta é diferente da definição tradicional de inovação na indústria manufatureira, dado que nela a inovação é específica e independente para cada uma dessas quatro dimensões. A segunda contribuição foi a descoberta dos principais elementos que compõem a inovação na indústria criativa, as quais são: a relação com o cliente e/ou mercado, o ambiente organizacional, o processo e as pessoas que fazem parte do desenvolvimento da solução. Por fim, a terceira contribuição teórica consiste nas oito dimensões encontradas que influenciam à inovação nesses escritórios, das quais, cinco estão sustentadas na literatura, sendo elas: cliente, organização, rede do escritório, rede do cliente e pesquisa. Contudo, esse estudo de caso evidenciou que existem outras três dimensões que impactam na inovação nas empresas de consultoria de design que são a capacitação/conhecimento, processo e pessoas. Com relação aos gestores desses escritórios, recomenda-se trabalhar nas dimensões pessoas, processos e capacitações, dado que são fatores chaves que impactam na inovação. Uma limitação do trabalho foi a pouca quantidade de empresas entrevistadas. Recomenda-se para estudos futuros testar quantitativamente a informação desta pesquisa. / The creative industry is reaching an important economic and is associated with social and cultural values transformations. However, this subject is still relative unexplored in the literature (BENDASSOLI et al, 2009). One of the sectors of that industry is design, which has grown its economic interest in recent years (SISTEMA FIRJAN, 2008, 2012; DCSM, 2001, 2010), making it important to understand how it is innovation on it in order to maximize those features and keep it competitive in the market. As to this scenario, this work tries to answer the question: what are the factors that affect innovation in design consulting firms? The objectives of this research are: to analyse the definition of innovation for the design consulting firms in Brazil and England. Describe the process of innovation in design consulting firms located in Brazil and England and understand the factors that affect innovation in design offices. To achieve those objectives, an exploratory research was conducted in Brazil and England in four design consulting firms. In addition, secondary data from surveys and personal interviews with Brazilian and British experts were made. This work has three theoretical contributions mainly; the first of them was the understanding of what is innovation for design consultancy companies. Thereby, an innovative project is considered interdependent, that is, the four dimensions, process, product and/or service, management and market depend on each other to generate innovation. This definition is different from the traditional definition of innovation in manufacturing, since it innovation is specific and independent for each of these four dimensions. The second one it was the discovery of the main elements that compose the innovation in the creative industries, which are the relationship with the customer, the organizational environment, the process and the people who participate of the solution development. Finally, the third theoretical contribution, it was the eight dimensions found that influence innovation in those offices, including five that are supported in the literature, customer, organization, office network, customer network and research. However, this case study showed that there are three other dimensions that impact on innovation that are training/knowledge, process and people. Regarding the managers of those offices, it is recommended to work in the dimensions people, process and training/knowledge, as theses are key factors that impact on innovation. A limitation of the study was the small number of companies interviewed. And it is recommended for future studies to test quantitatively the information of this research.