The trend of globalization makes the political, economic, educational, culture and creative develop very fast. It also because of the vitality of the network information pushes the global continuously. So society produces an idea of " think globally, act locally ". Base on this research background, Bill McKibben (2005) brings up an idea of Deep Economy. It means Continues forever the development in local place. The reference shows the relations among country, market and civil society in globalization. The cultural and creative industries development stimulates city competitiveness. Professor Kiyoshi Miyazakithinks that the integrated community construction must include people, cultural, place, production and view. These conditions makes local develop appreciation. How is the real aspects for Deep Economy? In this study, it uses the Delphi expert questionnaire method (Delphi) to investigate this problem. It is invited industry, government and school tripartite expertsto conduct interviews and questionnaires. These factorsare discussed in the two-stage indicators convergence results by score of experts. After aggregating data, it cansanalysis to construct the five principal components by exploratory factor analysis.These data shows that Deep Economy should have five faces which are "Local Empowerment", "Identity Participation","Knowledge Learning","Cultural Connotation" and ¡§Creative Economy". This study has well proposals for the future development for Deep Economy. Keywords¡G Deep Economy¡BGlobalization¡BCulture and Creative¡BDelphi¡BExploratory Factor Analysis

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.

Executive summery 1.1 The Company Urban Culture & Creative Art Center is the first and the only education platform for e-devices owners from experts to common users. It provides a empowering learning space for eco-consciousness education, basic e-device maintaining, professional repairing, to creative art making. 1.2 Purpose With integrity and love, we embrace our responsibility to co-create a world where each of our communities and our planet can be healthy. In order to solve the environmental issues that we are all facing, we manage to educate and to raise the awareness of all the positive and negative effects of our doings. All the while, provide a platform for everyday people to understand and apply complex environmental issues and live greener lives with creativity. 1.3 Mission Statement We reach the goal of green living by giving daily e-devices a longer life cycle and a new functionality into art forms and lively storytelling. The 100% open space of Urban Culture & Creative Art Center connects the technology and creative green living to entrepreneurship opportunities, links sustainability education, and sets a new industry standard of Conscious Business, Share Education, and Connection Economy. 1.4 Objectives The objectives of Urban Culture and Creative Art Center are the following:  Reach over 3000 customers every year.  Recruit and train technicians with integrity and skill.  Generate and increase sales revenues steadily after year two to contribute back to society. 1.5 Vision Urban Culture & Creative Art Center holds a strong vision to become the center of greener living, to be admired for its people and partnership, to be recognized by the eco-communities, and to operate a service of healthy, environment caring, reliability and efficiency. 1.6 Keys to Success  Exceptional, expedient, and convenient repair services.  Reasonable prices, clear and transparent changing policies.  Building a strong professional relationship and trust with the customer base.  Unique customers experience.  Knowledge sharing community.  People oriented, nature friendly atmosphere.  Advancing business models.  Innovations with artists and technicians to help shield from future competition.

The thesis contains survey options for the development of social and cultural environment in Prague district Libeň through the establishing of a cultural club in culture monument Paláce Svět at Elsnicovo Square, which is currently without function. The work describes the history, demographics and existing cultural offer in Prague 8. Based on that information the business opportunities for Palác Svět are suggested. This work also reflects a new trend in the current economy, which are the cultural and creative industries. These theoretical findings are further developed in the practical part where the author proposes a business plan for cultural and social club in Palác Svět. The business plan purpose is finding arguments for representatives of municipal district Prague 8 to attempt to open cultural club in Palác Svět and thereby develop the district Prague 8. The document uses methods such as PEST analysis, SWOT analysis, market research including marketing survey and financial analysis. The conclusion synthesizes information in the theoretical part and the business plan to evaluate the potential of this project.

台北都會區正在面臨轉型，由於老舊建築的生活機能不佳、公共設施也不足，加上安全防災不齊全，所以民間和政府都積極參與都市更新，讓市容煥然一新。這不單只是硬體上拆除重建或建築翻新而已，而是要展現各地方獨特風格形式與魅力，進一步帶動經濟活力，提供下一波成長的競爭力，讓城市每個角落呈現更多創意的嶄新面貌。面對此一目的，本研究希望從此一方向進行探索性研究，探討在都市重生過程中，有時限的閒置空間如何再作利用，帶給企業或機關學校延展性的資源，產生競爭優勢，並且讓空間到期之後，還能順利讓空間重生，提供城市成長的競爭力。 關於再生空間，國內外均有許多實例以文創產業活化閒置空間的案例，但此類再生空間都是以永續經營發展為目標，對於有時限的空間再利用，則鮮少著墨，因此本研究希望了解(1)空間經營組織該如何以文創事業導入都市再生過程中的閒置土地? (2)以文創事業導入都市再生過程中的閒置土地再生空間樣貌為何? (3)空間經營組織在經營再生空間之後，如何建立核心資源?本研究藉由文獻次級資料與報章雜誌的回顧分析，並以都市再生空間為基礎發展出個案研究的基礎架構。選擇之代表研究對象為尚處初步階段的案例，包括城中藝術街區和127公店，希望透過本研究，能給台北都會區發展轉型實務與學術的發展。 本研究初步結論包括：(1) 各組織在動態網絡中，擷取彼此優勢，互賴繁衍生長。(2) 對於使用有年限的再生空間，文創事業不以一般營利為主要導向，給予產業更多靈感。(3)文創事業體的成長是空間經營組織的核心資源。本論文最後進一步提出實務上待克服之地方及後續研究上的建議。 / Due to poor life function of the old buildings, including shortage of public facilities, incomplete security disaster prevention system, and Taipei metropolitan area is force to face urban regeneration which is encouraged by local government and locals. As to the process of urban regeneration, this does not just demolish the old building or reconstruction on the renovation itself, but to show the form of local unique style and charm, to further promote economic vitality by providing growth competitiveness. Therefore, this study wants to be a base for following research in this topic. There are lots of examples of reusing vacant spaces among domestic and foreign countries, but the goal of managing these spaces is making them sustainable. As for reusing time-limited space, the discussion is not mentioned a lot. The purpose of this study is to understand (1) how do organizations that run the vacant spaces cooperate with culture creative industries during urban regeneration process? And what are their relations? (2) What are the space characteristics during culture and creative industry into urban regeneration process? (3) What are the benefits for the organization participating in urban regeneration, and how can the organizations build core resource such as core competence? Through reviewing of secondary data such as literature newspapers and magazines, this study derives the research structure. The cases of this study are still in the initial stage, including UrbanCore Arts Block and store no. 127. This study is hoping to give Taipei metropolitan area practical and academic development in urban regeneration process. The study finds: By cooperation with culture and creative business, companies and organizations learn to develop human resources as the main target. Also, as for time-limited space, cultural and creative business is not lean to consumer-oriented, but to give industry more inspiration. Finally, the growth of cultural creative business is also the core resource for the organizations that run the vacant space. In the end, this paper further proposes difficulties on local practice and recommendations on the follow-up study.