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China Cultural Estate Industry Commercial Model and Regional Investment Opportunity Report, 2013-2020
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Table of Contents
Content Summary
Chapter 1: Investment Background of China Cultural Estate Industry
1.1 Positioning of Cultural Estate
1.1.1 Definition of Cultural Industry
1.1.2 Definition of Cultural Estate
1.1.3 Features of Cultural Estate
1.1.4 Cultural Estate and Culture of Real Estate
1.2 Relation between Estate and Culture
1.2.1 Estate – Concentrated Reflection of Culture
1.2.2 Culture – Development Direction for Real Estate
1.2.3 Culture – Core Competitiveness for Real Estate
1.3 Analysis of Industrial Chain in Cultural Estate Industry
1.3.1 Entry Barrier to Cultural Estate Industry
1.3.2 Investment Risk in Cultural Estate Industry
Chapter 2: Analysis of Macro-environment for Cultural Estate Industry
2.1 Analysis of Policy Environment for Industry
2.2 Analysis of Economic Environment for Industry
2.2.1 National Economic Growth Trend
2.2.2 Urbanization Progress and Planning
2.2.3 Development Status of Real Estate Market
(1) Regulatory Policy for Real Estate Industry
(2) Prosperity Degree of Real Estate Industry
(3) Market Status of Commercial Estate
(4) Market Status of Tourism Estate
(5) Market Status of Residential Estate
2.3 Analysis of Social and Cultural Environment for Industry
2.3.1 Analysis of Development of Cultural Industry
(1) Development Status of Culture Industry
(2) Culture Construction in Developed Provinces
(3) Building “Cultural City”
2.4 “Twelfth-five Year” Plan for Cultural Industry
2.4.1 Changes of Land Policy
2.4.2 Land Preferential for Cultural Industry
2.4.3 Supply and Demand of Building Land
(1) Size of Approved Construction Land
(2) Supply of Construction Land
(3) Transfer of Construction Land
(4) Land Price of Key Cities
2.5 Analysis of Financing Environment for Industry
2.5.1 Analysis of Domestic Credit Environment
2.5.2 Loan Issuing Direction for Financial Institutions
2.5.3 Trend and Forecast for Credit Policy
Chapter 3: Development Model and Experiential Learning of Foreign Cultural Estate Industry
3.1 Development Experience from UK Cultural Estate Industry
3.1.1 UK Cultural Resources and Features
3.1.2 UK Cultural Industry Status and Trend
3.1.3 Development Status of UK Cultural Estate
3.1.4 Case Study of UK Cultural Estate Project
3.1.5 Development Model for UK Cultural Estate
3.2 Development Experience from US Cultural Estate Industry
3.2.1 US Cultural Resources and Features
3.2.2 US Cultural Industry Status and Trend
3.2.3 Development Status of US Cultural Estate
3.2.4 Case Study of US Cultural Estate Project
3.2.5 Development Model for US Cultural Estate
3.3 Development Experience from Germany Cultural Estate Industry
3.3.1 Germany Cultural Resources and Features
3.3.2 Germany Cultural Industry Status and Trend
3.3.3 Development Status of Germany Cultural Estate
3.3.4 Case Study of Germany Cultural Estate Project
3.3.5 Development Model for Germany Cultural Estate
3.4 Development Experience from South Korea Cultural Estate Industry
3.4.1 South Korea Cultural Resources and Features
3.4.2 South Korea Cultural Industry Status and Trend
3.4.3 Development Status of South Korea Cultural Estate
3.4.4 Case Study of South Korea Cultural Estate Project
3.4.5 Development Model for South Korea Cultural Estate
3.5 Summary on Development Experience from Foreign Cultural Estate
Chapter 4: Development Status and Trend for China Cultural Estate Industry
4.1 Development Status of Cultural Estate Industry
4.1.1 Development Overview of Cultural Estate Industry
4.1.2 Features of Cultural Estate Industry
4.1.3 Summary of Major Cultural Estate Projects
4.1.4 Major Types of Cultural Estate Industry
(1) Professional Cultural Estate
(2) Combined Cultural Estate
(3) Innovative Cultural Estate
4.1.5 Investment Benefits of Cultural Estate Project
4.2 Market Demand or Cultural Estate Project
4.2.1 Public’s Demand for Culture Experience
4.2.2 Cultural Company’s Demand for Cultural Space
4.2.3 City Demand for Cultural Landmark
4.2.4 Substantial State-owned Assets’ Demand for Maintenance and Appreciation of Values
4.3 Five-force Model for Cultural Estate Industry
4.3.1 Potential Entrants
4.3.2 Threat of Substitutes
4.3.3 Demander Bargaining Power
4.3.4 Supplier Bargaining Power
4.3.5 Current Competition for Company
4.4 Development Trend for Cultural Estate Industry
4.4.1 Major Problems in Cultural Estate Industry
4.4.2 Development Trend for Cultural Estate Industry
Chapter 5: Commercial Model for China Cultural Estate Industry
5.1 Value Chain Positioning for Cultural Estate Industry
5.1.1 Value Chain Composition of Cultural Estate Industry
5.1.2 Value Chain Composition for Cultural Estate Company
5.1.3 Value Chain Optimization Route for Cultural Estate Company
5.2 Profit Model for Cultural Estate Industry
5.3 Development Model for Cultural Estate Industry
5.3.1 Development Model for Protecting Urban Architectural Culture
5.3.2 Development Model for Experiential Learning from Urban Architectural Culture
5.3.3 Development Model for Innovating Urban Architectural Culture
5.4 Operation Model for Cultural Estate Industry
5.4.1 Governmental Independent Operation Model
5.4.2 Corporate Independent Operation Model
5.4.3 Cooperation Model between Government and Corporation
5.5 Financing Model for Cultural Estate Industry
5.5.1 Financing Features of Developing Cultural Estate
5.5.2 Financing Model for Developing Cultural Estate
(1) Corporate Self-owned Capital Injection Model
(2) Deposit and Advances Received Model
(3) Banking Credit Financing Model
(4) Corporate Listed Financing Model
(5) Real Estate Trust Financing Model
(6) Corporate Bond Financing Model
5.6 Management Model for Cultural Estate Project
5.6.1 Management Features of Cultural Estate Project
5.6.2 Management Content of Cultural Estate Project
(1) Pre-project Planning
(2) Organization Form of Project
(3) Quality Management for Project
(4) Progress Management for Project
(5) Cost Management for Project
(6) Contract Management for Project
(7) Risk Management for Project
5.6.3 Management Model for Cultural Estate Project
(1) Project Management Based on Departmental System
(2) Project Management Based on Corporate System
(3) Project Management Based on Divisional System
(4) Project Management Based on Professional Management Company
Chapter 6: Analysis of Investment Opportunities for
6.1 Investment Opportunity for Cultural and Creative Industry
6.1.1 Investment Environment for Cultural and Creative Industry
(1) Supporting Policies for Cultural and Creative Industry
(2) Development Status of Cultural and Creative Industry
(3) Space Evolution of Cultural and Creative Industry
6.1.2 Development Model for Cultural and Creative Industry
(1) Art Space Model
(2) Public Rest Region Model
(3) Combined Development Model between Commerce and Tourism
(4) Opening New Creative Zone Model
6.1.3 Development Status and Trend for Cultural and Creative Industry
(1) Forming Process of Cultural and Creative Industry
(2) Construction Size of Cultural Creative Park
(3) Operation Benefit of Cultural Creative Park
(4) Development Model for Cultural Creative Park
(5) Profit Model for Cultural Creative Park
(6) Construction Planning for Cultural Creative Park
6.1.4 Case Study – Beijing 798 Art Zone
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.1.5 Case Study – Beijing 798 Art Zone
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.1.6 Investment Opportunity for Cultural Creative Estate
6.2 Investment Opportunity for Film Estate
6.2.1 Investment Environment for Film Estate
(1) Development Status of Film and Television Industry
(2) Development Status of Film and Television Tourism
6.2.2 Operation Model for Film and Television Estate
(1) Theme Park Model
(2) Shooting Base Model
(3) Compound Model of Shooting Base and Theme Park
6.2.3 Development and Operation of Film and Television Estate
(1) Development History of Shooting Base
(2) Development Status of Shooting Base
(3) Operation Model for Shooting Base
(4) Profit Model for Shooting Base
(5) Construction Planning for Shooting Base
(6) Development Space for Shooting Base
(7) Dilemma and Strategy for Shooting Base
6.2.4 Case Study – Disneyland
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.2.5 Case Study – Hengdian World Studios
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.2.6 Case Study –CCTV Wuxi Movie/TV Base
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.2.7 Development Direction for Film and Television Estate
(1) Improve Industrial Chain of Film and Television Estate
(2) Expand Financing Channel
(3) Deepen Cultural Connotation of Film and Television Tourism
(4) Focus on Marketing
6.2.8 Investment Opportunity for Film and Television Estate
6.3 Investment Opportunity for Tourist Cultural Estate
6.3.1 Investment Environment for Tourist Cultural Estate
6.3.2 Features of Tourist Cultural Estate
(1) Environment Features
(2) Design Features
(3) Functional Features
(4) Investment Features
(5) Management Features
(6) Consumption Features
6.3.3 Major Types of Tourist Cultural Estate
(1) Traditional Folk Culture + Tourism Estate
(2) European-style Culture + Tourism Estate
(3) Fashion and Leisure Culture + Tourism Estate
6.3.4 Development Models for Tourist Cultural Estate
(1) Cultural Tourism First and Real Estate Second
(2) Develop Real Estate and Cultural Tourism in Synchrony
(3) Reconstruct and Develop Historic Village
6.3.5 Market Segment Project of Tourist Cultural Estate
(1) Development of Cultural Theme Park
(2) Development of Historic Town Tourism Project
(3) Other Tourist Cultural Estate Projects
6.3.6 Case Study – OCT East
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.3.7 Case Study – Xintiandi Shanghai
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.3.8 Case Study –Furong Ancient Town
(1) Project Overview
(2) Project Background
(3) Project Features
(4) Project Positioning
(5) Project Development Idea
(6) Project Planning and Design
(7) Project Operation Model
(8) Project Profit Model
(9) Project Operation Benefit
(10) Successful Project Experience
6.3.9 Investment Opportunity for Tourist Cultural Estate
6.3.10 Key Successful Factors of Tourist Cultural Estate Projects
6.4 Investment Opportunity for Cultural Mall
6.4.1 Production and Development of Mall
6.4.2 Combination between Culture and Mall
6.4.3 Difference with Shopping Mall
6.4.4 Development Status of Cultural Mall
6.4.5 Commercial Model for Cultural Mall
(1) Value Chain Positioning for Cultural Mall
(2) Business Model for Cultural Mall
(3) Marketing Model for Cultural Mall
(4) Profit Model Design for Cultural Mall
(5) Cash Flow Structure of Cultural Mall
(6) Key Resources Capability of Cultural Mall
6.4.6 Case Study –Eslite Bookstore in Taiwan
(1) Project Overview
(2) Project Background
(3) Project Positioning
(4) Project Development Idea
(5) Project Planning and Design
(6) Project Operation Model
(7) Project Profit Model
(8) Project Operation Benefit
(9) Successful Project Experience
6.4.7 Case Study –Phoenix International Bookstore in Suzhou
(1) Project Overview
(2) Project Background
(3) Project Positioning
(4) Project Development Idea
(5) Project Planning and Design
(6) Project Operation Model
(7) Project Profit Model
(8) Project Operation Benefit
(9) Successful Project Experience
6.4.8 Case Study – “Imitation City” in Foshan
(1) Project Overview
(2) Project Background
(3) Project Positioning
(4) Project Development Idea
(5) Project Planning and Design
(6) Project Operation Model
(7) Project Profit Model
(8) Project Operation Benefit
(9) Successful Project Experience
6.4.9 Development Opportunity and Potential for Cultural Mall
6.4.10 Investment Opportunity for Cultural Mall
6.4.11 Construction Experience and Suggestion for Cultural Mall
6.5 Investment Opportunity for Museum Estate
6.5.1 Investment Environment for Museum Estate
(1) Policy and Supervision for Museum
(2) Construction Conditions of Museum
(3) Site Selection and Environment for Museum
6.5.2 Construction and Operation of Museum
(1) Total Construction of Museum
(2) Types and Construction of Museum
(3) Regional Distribution of Museum
(4) Construction of Private Museum
(5) Construction of Digital Museum
(6) Operation of Museum
6.5.3 Operation Model for Museum
6.5.4 Profit Model for Museum
6.5.5 Financing Model for Museum
(1) Governmental Capital Financing
(2) Private Capital Financing
(3) Corporate Capital Financing
(4) Other Financing Ways
6.5.6 Case Study – National Palace Museum
(1) Overview
(2) Features
(3) Positioning
(4) Planning and Design
(5) Development Model
(6) Operation Model
(7) Profit Model
6.5.7 Case Study –National Museum of China
(1) Overview
(2) Features
(3) Positioning
(4) Planning and Design
(5) Development Model
(6) Operation Model
(7) Profit Model
6.5.8 Case Study – Guanfu Museum
(1) Overview
(2) Features
(3) Positioning
(4) Planning and Design
(5) Development Model
(6) Operation Model
(7) Profit Model
6.5.9 Construction and Planning for Museums in China
6.5.10 Investment Opportunity and Risk for Museum
6.5.11 Investment Strategy and Suggestion for Museum
6.6 Investment Opportunity for Art Performing Venue
6.6.1 Investment Environment for Art Performing Venue
6.6.2 Construction of Art Performing Venue
(1) Construction of Art Performing Venue
(2) Construction of Theater
(3) Construction of Cinema
(4) Construction of Book Pool and Venue for Chinese Folk Art Performing
(5) Construction of Venue for Acrobatics and Circus
(6) Construction of Musical Hall
(7) Construction of Comprehensive Art Gallery
(8) Construction of Other Art Galleries
6.6.3 Operation Model for Art Performing Venue
6.6.4 Profit Model for Art Performing Venue
6.6.5 Operation of Art Performing Venue
6.6.6 Case Study – Sydney Opera House
(1) Overview
(2) Features
(3) Positioning
(4) Planning and Design
(5) Development Model
(6) Operation Model
(7) Profit Model
6.6.7 Case Study – National Center for the Performing Arts in China
(1) Overview
(2) Features
(3) Positioning
(4) Planning and Design
(5) Development Model
(6) Operation Model
(7) Profit Model
6.6.8 Investment Opportunity for Art Performing Venue
6.7 Investment Opportunity for Cultural Center Estate
6.7.1 Basic Concept of Cultural Center
6.7.2 Construction of Cultural Center
6.7.3 Regional Distribution of Cultural Center
6.7.4 Operation Model for Cultural Center
6.7.5 Operation Benefit of Cultural Center
6.7.6 Case Study –Shanghai World Expo Exhibition & Convention Center
(1) Overview
(2) Features
(3) Positioning
(4) Planning and Design
(5) Development Model
(6) Operation Model
(7) Profit Model
6.7.7 Case Study – Guangdong Cultural Center
(1) Overview
(2) Features
(3) Positioning
(4) Planning and Design
(5) Development Model
(6) Operation Model
(7) Profit Model
The most distinctive characteristics of this report is forward-looking and timeliness. Based on future development tracks and years’ practice experience of cultural estate industry, we conduct prudent analysis and forecast for cultural estate industry’s future development trend. This report helps cultural estate developers to precisely grasp current latest developments of the industry.
China’s first special plan, The Revitalization Plan for Cultural Industry, for cultural industry released in 2009, which marks that cultural industry has been up to a national strategic industry. What have been released and implemented in succession, such as Outline of the “Twelfth-Five Year” Plan for National Cultural Reform and Development and Cultural Industry Multiplication Plan during “Twelfth Five-year” Industry further push China cultural industry to a new high. The Outline above comes up with a working thought that driving development by key programs, it also points out to make clear 9 major programs and further break them down into 50 key programs, including the National Art Museum of China, Chinese Art Gallery, Publishing Museum, Chinese Learning Research and Communication Center, National Museum of Ethnology, Museum News, etc.
From this point of view, it predicts China cultural industry will usher in a rapid development period during “twelfth-five-year” period, and the physical carrier of cultural industry – cultural estate will also usher in a huge development stage. In addition, with the macro-regulation background, with features of “Limiting Purchasing, Limiting Loan, Limiting Outsiders to Purchase House, and Price Limitation”, the current real estate market enters a downturn. Under such a great environment, how to “combine” real estate to culture will be a next direction and goal for real estate industry. Today, a group of enterprises, such as Phoenix Share and Shui On Land, figure out other ways to develop, depending on featured culture to vigorously pursue the construction of cultural estate. The successful experience from those forerunners will provide for companies with good experience.
With Forward’s long-term tracking and collecting market data of cultural estate industry, we roundly and accurately analyze the industry structure system for you from the view of mastering the whole industry. This report mainly focuses on analyzing the development environment for China cultural estate industry; the development models in foreign cultural estate industries and their enlightenment; the development status and trend for China cultural estate industry; the commercial model explanation for cultural estate industry; the investment opportunity for segments in China cultural estate industry; the regional investment potential for China cultural estate industry; the operation strategy for benchmark companies in China cultural estate industry; and the development potential and investment suggestion for cultural estate industry. Meanwhile, with comprehensive and specific first-hand market data over nearly past 5 years, Forward helps you to grasp the market and development trends of cultural estate industry, so as to win advantages from competition!
The most distinctive characteristics of this report is forward-looking and timeliness. Based on future development tracks and years’ practice experience of cultural estate industry, we conduct prudent analysis and forecast for cultural estate industry’s future development trend. This report helps cultural estate developers to precisely grasp current latest developments of the industry. This is not only the first report on cultural estate industry, but also a weighty report on comprehensively and systematically analyzing its leading companies. The report will help cultural estate companies find the opportunity and growth points in the cultural estate market earlier, and take measures for adapting to commercialization of industry in the future.
Here, we would like to express our sincere gratitude to Ministry of State Information Center, Bureau of Statistics of China, International Information Research Institute, Chinese Academy of International Trade and Economic Cooperation, Tsinghua University Library, Development Research Center of the State Council and Beijing Essence Forward Research Center, for their great support when we conduct this report!
Notice: All the market data, especially corporations' ranking data in the report, only for business reference. Please do not take the data for enterprise publicity. Thank you! Or Forward shall not take any responsibility for any consequences!
Special tips: Ignoring some subtle hints in the violent change of external environment, and failure of updating strategic decisions timely will finally lead to the loss of competitive advantage. A true successful company will make scientific researches on external environment consciously or unconsciously, so as to formulate a key scientific operating strategy!
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