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The Creative Industry Strategy in the UK

2021-08-17 来源: 51Due教员组 类别: Essay范文

虽然“创意产业”一词最早出现在澳大利亚的创意国家:联邦文化政策(DCA, 1994),但英国最先提出了创意产业的定义和相关的战略发展项目和政策(DCMs, 1997)。近年来,在英国政府的大力推动下,英国创意产业在国家产业体系中迅速发展,在世界上发挥着主导作用。创意产业是英国领先的工业部门之一,在英国有140万个工作岗位,占英国总附加值的5.3%(技术战略委员会,2013)。另一方面,由于创意产业在国民经济的发展和新知识、新思想、新工作方法的传播中发挥着重要作用,英国政府根据具体的策略继续支持创意产业(Levine & shten, 2015)。《2013-2016年创意产业战略》通过方向指导、资金支持、资源协调等方式对创意产业给予大力支持。


Although the term "creative industry" first appeared in Australia's creative country: Federal cultural policy (DCA, 1994), the UK first proposed the definition of creative industry and relevant strategic development projects and policies (DCMs, 1997). In recent years, with the strong promotion of the British government, the British creative industry has developed rapidly in the national industrial system and played a leading role in the world. The creative industry is one of the leading industrial sectors in the UK, with 1.4 million jobs in the UK, accounting for 5.3% of the UK's total added value (Technology Strategy Committee, 2013). On the other hand, because creative industries play an important role in the development of national economy and the dissemination of new knowledge, ideas and working methods, the British government continues to support creative industries according to specific strategies (Levine & shten, 2015). The 2013-2016 creative industry strategy strongly supports the creative industry by providing direction guidance, financial support and resource coordination.

 

First, the creative industry strategy 2013-2016 provides direction for creative companies facing the challenges of continuous digitization, audience segmentation, integration and disintermediation (Technical Strategy Committee, 2013). According to the data of the technology strategy committee (2013), the above trends play an important role in the digital environment with increasing connectivity, growth and complexity, which brings great challenges to creative companies, especially small enterprises and start-ups. On the other hand, the technology strategy committee also pointed out that these trends also provide great opportunities for the development of creative companies (Booz & Company for creative England and Google, 2013). With the emergence of new products, platforms and services, it is beneficial for creative companies to ensure that their content and services can work in a variety of environments to meet the needs of consumers. Taking tangentix as an example, the technical strategy committee has greatly expanded its graphics business with the help of an independent game studio called onteca. Onteca has obvious network and mobile advantages. In addition, tangentix and onteca cooperate with each other to develop new technologies that enable users to view high-definition 3D graphics in real time using a web browser. In addition, the technology strategy committee (2013) also believes that with the help of new technologies, companies and businessmen can sell their products or services directly to consumers through e-commerce systems. In this way, as pointed out by the technology strategy committee (2013), artists and publishers can use e-commerce systems to win new digital audience markets. In addition, the technology strategy committee (2013) also recommended that creative companies use digital technology to find new data methods, because data plays such an important role in business success. The available data helps companies better understand their consumers and audiences and increase their production share (Technical Strategy Committee, 2013). Overall, the 2013-2016 creative industry strategy allows creative companies to find direction in the face of the opportunities and challenges brought by the above trends.

 

Secondly, the creative industry strategy 2013-2016 also provides financial support for the development of creative companies. As highlighted by the technology strategy committee (2013), more than £ 30 million will be invested to support the implementation of the creative industry strategy. Take zoo digital as an example. It is a small software company focusing on the creative and media industries. Due to the limitation of resources and funds, it is difficult to carry out large-scale research and development. Fortunately, with the financial support provided by the creative industry strategy, zoo digital has the opportunity to quickly turn its ideas into reality and gain reputation and additional revenue through its products (Technical Strategy Committee, 2013). At the same time, ostmodern is another example of success with funding from the technology strategy committee. Ostmodern is a start-up focusing on providing strategies and products for the media and entertainment industry, specializing in interface design and VOD content management (Technical Strategy Committee, 2013). With the feasible funds provided by the creative industry strategy, ostmodern has successfully realized the transformation and has its own content platform. This fund will help the company break through itself and develop products outside its existing circle. Generally speaking, financial support is the basis of successful enterprises. This is necessary for start-ups and small and medium-sized enterprises because sufficient capital enables them to freely carry out extensive research and development (boschma & Fritsch, 2009). Therefore, the reason why the creative industry strategy is regarded as the support for the development of creative industry is because of its strong material guarantee.

 

In addition, the 2013-2016 creative industry strategy has played an important role in coordinating resources for the development of creative industries. For the technology strategy committee, one of its most important responsibilities is to coordinate the relationship between the creative industry and cultural institutions and other organizations in the industry. The technology strategy committee is committed to finding the best way to clear the way for the development of creative industries. For example, the technology strategy committee noted that it would work with research committees, government departments, cultural organizations and other institutions to ensure that creative industries could benefit from integration. At the same time, through cooperation with connected digital economy catapults and various groups and institutions, the technology strategy committee supports creative companies to share knowledge with each other (Technology Strategy Committee, 2013). Biobeats is a typical example of the prominent role of the technology strategy committee in coordinating resources. Biobeats focuses on computer science, music and medicine and tries to make brain waves visible using iPhone and custom headphones (Technology Strategy Committee, 2013). At the same time, it also tries to capture a person's heartbeat with iPhone and create experiential music. After understanding the situation of biological beat, the technical strategy committee allowed it to cooperate with Bupa and University College London to conduct in-depth research and develop a product for providing patients and clinical information for mental health care providers (Technical Strategy Committee, 2013). Overall, in addition to direction guidance and financial support, the 2013-2016 creative industry strategy also provides important and useful resources for the development of creative industries.

 

To sum up, creative industries have always been regarded as one of the leading industries in the UK. They help the UK become a more attractive place for people to invest, live, work or travel (Florida, 2002). In addition, the creative industry also makes the UK famous for its innovation in products, content, services and experience, and has made great contributions to the UK economy (Boix et al., 2010). On the other hand, the rapid development of creative industries is inseparable from the policy support of the British government. The 2013-2016 creative industry strategy is a typical example. Based on this strategy, it is not difficult to find that start-ups and SMEs in innovative enterprises can benefit greatly from the direction guidance, financial support and important resources provided by the technology strategy committee


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