Case introduction [notes]
One: Beijing state-owned enterprises and private enterprises compete on the same stage, and the advantages of multiple subjects complement each other to revitalize cultural resources.
1993, with the concern of the Beijing Municipal Government and the Municipal Propaganda Department, private entrepreneur Qian Cheng signed a contract with the Central Orchestra and invested 450,000 yuan to contract the Beijing Concert Hall. In addition to ensuring the performance venue of the China Symphony Orchestra, the contractor mainly takes renting venues and undertaking performances at home and abroad as his business direction. Since 1996, Beijing Concert Hall has promised the society: "We will have concerts every day, which is the real 365 Concert Hall." Since the concert hall was contracted, it has not only grasped the general direction of advanced culture, elegant culture and national culture, but also boldly explored the law of performance market, fully tapped the potential of international and domestic cultural resources, and strived for the best input-output effect. 194 from March to the end of the same year, the concert hall performed 162 performances, with a performance income of 505,000 yuan. 195 performed 248 performances, with a performance income of 2.09 million yuan; 1998, the number of performances soared to 58 1, and the performance income reached 7 million yuan; 1999, the grades and tastes of performances were improved, with 488 performances and performance income of 8.5 million yuan. Compared with the average of 60 performances per year before signing the contract, the number of performances and performance income have increased geometrically. The management strategies of concert hall contractors are as follows: first, broaden investment channels and share investment risks. Brokers and other operators can participate in the operation of the concert hall. The concert hall mainly does brand design and collects rental fees. Secondly, participating in the competition of performance programs in the performance market, and investing in innovative repertoire design, such as the continuous introduction of excellent programs such as "China's famous songs in the Tang Dynasty", attracted audiences from all walks of life, and party and state leaders also personally watched. In 2000, the Beijing Municipal Government signed a contract with Qian Cheng, a private entrepreneur, to contract Zhongshan Concert Hall, a landmark cultural building in Beijing with a government investment of over 100 million yuan, as a natural person. Qian Cheng said frankly: "Everything I did was what the concert hall should have done but didn't do." The unique role played by private entrepreneurs and private capital in activating the cultural market has reset the function of cultural resources.
For a long time, the influential large-scale cultural facilities in a city have been in the hands of the government's cultural departments, mainly because the government departments are worried that once the management rights of such cultural facilities fall into the hands of others, their social benefits will be difficult to guarantee. However, this monopolistic operation often lacks the passion to open up the market and ignores the return on investment. Beijing dares to break through the forbidden zone and attract private capital to operate large-scale cultural facilities by individual contracting. Various ownership entities compete on the same stage and complement each other's advantages, which provides an inspiration for the research on the sustainable development of cultural undertakings: the sustainable development of culture must have an institutional environment suitable for the participation of diversified business entities, so that society and the market can play a fundamental role in the optimal allocation of cultural resources.
Secondly, Guangzhou's public opinion tools broadcast mainstream news live on demand, highlight service functions and find the best combination of social and economic benefits.
The management of Guangzhou Daily Newspaper Group embodies the distinctive features of Socialism with Chinese characteristics culture;
First, do mainstream news. The news media must embody the will of the party and the state as the mainstream ideology. As a party newspaper, Guangzhou Daily is no exception, but the decision-makers of the newspaper industry clearly realize that the foothold of the newspaper industry lies in the market and must follow the market rules. In order to find the best combination of public opinion orientation and market foundation, operators make full use of the resources of the government and enterprises, forming the business characteristics of playing the market with mainstream news. Newspapers attract outstanding talents from all over the country and establish an efficient news team. They keep up with the fast pace of modern life and meet the information needs of readers with the most authoritative news sources and the fastest communication methods. In addition, according to the characteristics of the market, newspapers attract readers with colorful pages. In particular, the "instant news edition" has merged news and exclusive interviews into an eye-catching news section, which has aroused strong repercussions. Paying attention to the immediacy, accuracy and attractiveness of news makes the news section of Guangzhou Daily the most influential brand and the biggest selling point in the market.
Second, highlight the service function. Newspapers are not only the carrier of public opinion, but also the tool of service. In order to broaden the market, the Group tries its best to provide services for readers. They have established more than 65,438+050 chain stores in the Pearl River Delta. These chain stores not only subscribe to and retail newspapers, but also sell all kinds of books, periodicals and stationery, and even run convenience department stores to meet the various needs of customers. Chain stores have also realized computer networking, which has greatly accelerated the operation of newspaper subscription, newspaper sales and advertising services. In order to let readers see Guangzhou Daily on the breakfast table, the company also issued and purchased more than 30 transport vehicles/kloc-0, which shuttled between Guangdong Province and the border area of Guangdong and Guangxi, 300 kilometers away from Fiona Fang, and delivered the newspaper to readers on each floor in time. The newspaper also surveys potential readers by place of residence and region, and makes implementation plans to turn potential readers into long-term subscribers. According to the investigation of Guangzhou Daily, the self-funded subscribers of newspapers have accounted for 8 1.4% of the total number of subscribers, indicating that the party newspaper has changed the old face of compulsory subscription and entered a benign market-oriented operation track. 1996, Guangzhou Daily Newspaper Group, the first newspaper group in Chinese mainland, was established in Guangzhou. 199, its total assets reached 3.3 billion yuan, newspaper income rose from 9122 million yuan to 654,388+800 million yuan, advertising income rose from 91396 million yuan to 972 million yuan, and taxes were paid in199.
Thirdly, the organic combination of Shenzhen's cultural resources and entrepreneurs, and the organic combination of enterprise capital and cultural industries have created experiences worth learning for the sustainable development of culture.
Shenzhen OCT Group is a holding enterprise group with more than 70 joint ventures, holding companies and shareholding companies, with home appliances, electronics, culture, tourism and real estate development as the leading industries. 1999, the total assets of the group reached 23.8 billion yuan, the net assets reached101800 million yuan, and the sales revenue reached158 million yuan. The group closely combines the concepts of cultural soft resources, capital, science and technology, tourism, etc., and puts them into market operation in the form of capital, forming a cultural service business entity integrating artificial theme parks, performing arts and related industry development. In 10, the group invested * * * 2.5 billion yuan in the cultural tourism industry, including about 654,380.3 billion yuan in theme parks such as splendid china, China Folk Culture Village, Window of the World and Happy Valley. 10, overseas Chinese cultural tourism resort received more than 60 million Chinese and foreign tourists, with an operating income of more than 6 billion yuan and a profit of 65,438+. And created the splendid china effect of 1:8, that is, tourists spend 1 yuan on average in overseas Chinese resorts, and the society correspondingly spends 8 yuan in Shenzhen. With theme parks as the core, the industry also operates various star-rated hotels, develops "Pipiwang" tourism products with cultural characteristics, controls Shenzhen Airlines, and establishes a tourism education industry-China Tourism College of Jinan University.
The success of OCT Group is attributed to the resource integration ability of enterprise decision makers and the innovation of enterprise system. The decision-makers of OCT Group use the cultural resources of the world and China to create growth space for themselves, operate according to market rules, constantly discover, introduce and integrate new production factors, and explore new markets flexibly. With the future 10 year as the time span, knowledge economy and economic globalization as the macro background, and system innovation as the theme, the Articles of Association of OCT Group has determined some major strategic choices and basic ideas for the future development of the Group, such as "internal property rights revolution", aiming at fundamentally solving the incentive and restraint mechanism problems of all enterprises under the Group through the diversification of internal property rights; For example, "sharing economy" highlights the value of operating cultural production characterized by intellectual labor; For example, "marketization and externalization of operator selection and assessment" and "joint responsibility mechanism of operator selection" can ensure the continuity and creativity of successors in the development of cultural industry when operators change. In addition, a series of advanced enterprise values such as "knowledge is advantage, innovation is future" drawn up in the articles of association have also opened up a broad space for the sustainable development of cultural tourism industry in the new century.
Fourth: Magic masters reveal commercial magic. How much is the reward for David's trip to China?
According to CCTV's "Economic Half Hour" on July 30th, 2002, david copperfield was once called "the magic giant of this era" by Time magazine, and his superb business operation skills were as impressive as his fantastic performances. He can make the Statue of Liberty disappear without a trace, make the audience disappear on the spot, cross the Great Wall and bring endless business opportunities.
David performs more than 500 performances worldwide on average every year. He has his own professional production team with employees all over the world. The great success of magic also brought him rich returns. According to the statistics of Forbes magazine in 20001year, David's annual income is $60 million, ranking fifth in the world entertainment celebrity list.
David's previous performances in Shenzhen and Guangzhou have achieved ideal box office results. In Shanghai, tickets for seven performances have been sold 80% in advance, and the highest ticket price has now been fired to 2400 yuan. The box office revenue of David in Shanghai has now reached130,000 yuan.
When David started early, especially when the plane changed and the Statue of Liberty disappeared, most of the expenses should be paid by the TV station, and David enjoyed the copyright of DVD. The advertising revenue and other income accompanying TV performances are completely divided by TV stations. After David's fledgling, it is more of this kind of live performance, which is purely the income of his own enterprise and has nothing to do with TV. In fact, there is a business system that supports David. This business system in the United States itself is very sound, except for magic. For example, magician association, magic shop, magic exhibition, magic competition, and some exchanges have become a system. In the magic world, the professional division of labor is very fine, and their continuous innovation also provides David with the foundation for innovation. Just like the biological chain, David's chain keeps getting thicker and more, and others keep supplying blood, so the chain of the whole industry becomes very good.
Fifth, listed companies with investment culture are showing tenacious vitality.
Listed companies involved in culture
Company name: general situation of cultural industry in China; Net assets per share of all shareholders in circulation in 2000.
The North Fifth Ring Road has built a modern, comprehensive and large-scale modern sports infrastructure-Wuhuan Square/KLOC-0.06 million shares, 289 million shares, 1. 1 18.
Relying on Hunan Radio and Television Group, the major shareholder of Radio and Television Coal Company, Radio and Television Coal Company has fully entered the film and television production and operation 1.65, 43.8+0.8 billion shares, 258 million shares and 9062 shares.
Chengcheng Culture invests in the production, printing and distribution of books, periodicals, electronic publications, movies, CDs and stationery,/kloc-0.09 million shares, 208 million shares,/kloc-0.73.
Shanghai Johnson & Johnson invested/kloc-0.60 billion yuan to initiate the establishment of Shanghai Johnson & Johnson Media Venture Capital Co., Ltd., and participated in New Finance and Financial Weekly/kloc-0.50 billion shares and 28/kloc-0.30 billion shares.
The main business of Oriental Pearl includes radio and television communication services, TV tower facilities leasing and advertising management. 65.438+57 million shares, 688 million shares and 255 shares.
At present, there has been an upsurge of investment culture, and a new generation of cultural investors and cultural operators have realized the importance of the combination of capital and culture. The "Guidelines for Industry Classification of Listed Companies" issued by China Securities Association has included the communication and cultural industries in the basic industry categories of 13 listed companies. Guangzhou Daily Group, Guangdong Television Co., Ltd., Culture Xinmin Newspaper Group, Shenzhen Special Zone Newspaper, Shenzhen Business Daily, Computer Newspaper, Xinhua Bookstore, Beiying and Xiying Group have all accelerated their pace of entering the capital market, and are ready to go public directly through the shareholding system reform, which will impact the cultural field on a wider scale and at a deeper level.
[Note] Case source: Guangdong Art 200 1, 5, 13 -2 1.
Optimal allocation of cultural resources
Reflections on Improving Effective Cultural Needs
1. System reform is the premise of optimizing the allocation of cultural resources and improving the effective demand for culture.
The basic principle of Marxism tells us that the unity of economic base and superstructure constitutes a social form, and the economic base determines the emergence, nature and development of superstructure, and the change of economic base will lead to the adjustment and reform of superstructure sooner or later. The goal of China's economic system reform is to establish a socialist market economy. The socialist market economic system is based on "public ownership as the main body and multiple ownership economies develop together", and the market mechanism is the basic economic operation mode to realize the optimal allocation of resources, which puts forward a serious topic for the culture belonging to the superstructure: should we continue to manage the culture according to the traditional planned model or the socialist market model?
We have long been familiar with the pattern of "planned culture". All forms of ownership are owned by the state, and cultural assets are managed by the government in a unified way. Government is not only the owner of cultural assets, but also the possessor, dominator, user and distributor of cultural assets. In cultural units, the leaders of cultural units are appointed by the government; The activities and personnel management of cultural units shall be uniformly arranged by the state. Cultural units do not have independent financial rights, and all the required funds are arranged by the state finance. There are also strict standards for expenditure, and unified financial budget management is implemented. Under this management system, cultural resources have caused considerable waste, suppressed the enthusiasm and creativity of cultural workers and hindered the development of cultural undertakings. This historical lesson is obvious to all.
The reform of cultural system has been practiced in the areas that took the lead in reform. Guided by the effective cultural needs of consumers in the whole society. Various ownership structures invest in cultural undertakings, and the market plays a fundamental role in the allocation of cultural resources. The government formulates cultural industry policies according to the orientation, public welfare, consumption and entertainment of cultural undertakings, carries out macro-control and creates an environment of equal competition for all kinds of ownership cultures. Cultural orientation should also be liked by the people; The public welfare of culture should also consider the effective cultural needs of the market. Under the joint action of market mechanism and government macro-control, we will ensure the sustained and stable development of cultural undertakings.
Second: the optimization of resource allocation, the promotion of effective social and cultural needs such as orientation and public welfare.
For a long time, influenced by the traditional planned management mode, we have always regarded culture as an ideological category, treated it cautiously with guiding and public welfare culture, and adopted a state-owned approach. Guiding and commonweal cultural resources are all allocated by the state according to the plan, and the expenditure of facilities construction and daily management institutions are all included in the financial budget, resulting in a large number of redundant construction, poor effective utilization and a lot of waste. (Wang Zhiguang, Changzhou Cultural Bureau, Changzhou Municipal Committee of the Democratic National Construction Association)
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Optimization, Integration and Benefit Promotion of Cultural Resources in Yangtze River Delta Urban Agglomeration
Abstract: Under the background of economic globalization, the prosperity of a country's comprehensive strength depends on the rise of one or several large urban agglomerations. They are not only strong economic growth poles, but also important cultural centers. The traditional cultural resources owned by the "Yangtze River Delta" urban agglomeration have high characteristics and rich forms, which constitute an important condition for complementary integration. In terms of the flowing conditions of cultural resources and the social investment in resource cultivation, the increment is constantly expanding, which strengthens the material basis for optimization and integration; It also has the complementarity of system reform, the multidirectional nature of system innovation, and the prospect of regional cooperation is very broad. In the new round of development in 2 1 century, the "Yangtze River Delta" urban agglomeration should take institutional innovation as a breakthrough, follow the law of cultural development, break the fragmentation and form a strong cultural synergy of metropolitan area. It is necessary to take hierarchical configuration as the starting point, and form breakthrough key points through hierarchical cooperation of projects, cinemas, markets and information to further promote the overall situation. More importantly, it is necessary to take development as the center, establish an equal cooperation mechanism, mobilize various positive factors, expand social investment, and enhance the stamina of cultural development in the Yangtze River Delta.
First, the basic conditions for the development of urban agglomerations into cultural centers
A theme brought by economic globalization is the coordinated development of regional economy. Metropolitan area combines dense urban agglomerations with large-scale industrial belts to promote and penetrate each other, which makes the comprehensive economic strength of the region continuously enhanced. The basic definition of "urban agglomeration" given by international academic circles is: within a specific geographical scope, relying on certain natural environmental conditions, taking one or two super-large cities as the core of regional economy, relying on modern transportation, comprehensive transportation network and highly developed information network, a considerable number of cities with different properties, types and scales occur and develop among urban individuals.
Metropolitan area is an organism composed of regional space, natural factors and socio-economic factors, and it is a relatively powerful subsystem in a large system. Whether at the regional level or in the interconnected space, it has the basic characteristics of the network. From the perspective of economic globalization, the prosperity of a country's comprehensive strength depends on the rise of one or several large urban agglomerations. For example, the Greater new york area in the United States, the Greater San Francisco Bay Area, the Los Angeles area, the Greater London area in the United Kingdom, the Greater Tokyo area in Japan, and the Toronto area in Canada. Among them, according to the statistics of 1999, the total GDP of Greater new york is US$ 8,708.8 billion, accounting for/kloc-0.5% of the total GDP of the United States, 40% of the GDP of London and 40% of the GDP of Paris. Tokyo's GDP accounts for 15% of Japan's, which exceeds the total GDP of many developing countries and has become a pivotal national center of gravity.
Many metropolises are not only strong economic growth poles, but also important cultural centers. The cultural center here includes the consumption center of cultural products, the allocation center of cultural resources, the creation center of cultural content and the development center of cultural industry. They have the following important characteristics:
1, urban agglomerations must have connectivity and openness inside and outside the region in order to concentrate the cultural needs of all kinds of people and stimulate the rapid expansion of the cultural market. The cultural consumption market is an important space for cultural development, and the expansion of the consumption market depends on the huge population and ability to pay. Only a large urban agglomeration can form a large-capacity and regular flow of people and cultural consumption demand. If small towns take people's walking as the radius, small cities take bicycle riding as the radius, and big cities take buses and cars as the radius, then large urban agglomerations take highways, railways, subways and light rails as the radius, airports, seaports or river ports and information ports are connected with the outside world, and modern communication networks extend, which can gather a large number of people in a short time and form a huge cultural consumption market space.
2. Urban agglomerations must complement each other in cultural resources in order to promote close exchanges and cooperation between cities and improve the effective utilization of resources. Swedish economist Olin once pointed out: If a region has rich elements needed by other places, and information, transportation, services and other conditions meet these needs, then the two places are complementary. For example, Toronto is the most important processing, finance and trade center in Canada, and the per capita income of management and employees in enterprises and institutions is high. Every year, about 6.5438 million employees, teachers and students in colleges and universities need to take vacations, but the urban area of Toronto lacks tourism resources mainly based on natural scenery and must be met by surrounding scenic spots such as Niagara Falls. Visitors passing through Niagara Falls want to go to Toronto to enjoy the scenery of the world's tallest tower and other cities, thus forming a huge flow of people between the greater Toronto urban agglomerations.
3. The cultural infrastructure of urban agglomeration must form a multi-level spatial network structure to improve the effectiveness of cultural resources utilization. Socialized large-scale cultural activities can only be carried out on the basis of a large number of cultural facilities. Investing in cultural infrastructure has the characteristics of large capital, long time and slow return. The best way to improve the utilization efficiency is to choose a good spatial network structure, which forces the government and enterprises to always choose urban agglomerations with multi-level spatial network structure for cultural investment. For example, according to the data of 1997, there are 204 public libraries in new york, 4 15 in London, 194 in Tokyo, 83 in Paris and 52 in Hong Kong. In the late 1990s, in order to revitalize the economy and adjust the industrial structure, 70 museums, 120 performance venues, 5/kloc-0 galleries and exhibition halls, 39 art centers and other cultural institutions were built and transformed successively, which became a well-known cultural infrastructure group, with high and low levels, matching each other and having their own strengths, laying an important foundation for cultural development.
4. Urban agglomeration must cultivate a large number of cultural organizations and institutions, strengthen the division of labor and cooperation of cultural activities, and expand its functions of attracting, gathering and diffusing radiation. In modern society, any large-scale cultural activities, especially cultural industries, are highly organized and need the close cooperation of finance, science and technology, manufacturing, education, environment, administration and various professional cultural institutions. The more cultural activities and cultural projects in the background of modern society, the more diverse the resources gathered and the more complicated the degree of division of labor and cooperation. Take Los Angeles as an example. As an international film industry center, it has gathered more than 20 cultural institutions in more than 120 industries, including script creation, actor training, venture capital, agency, computer special effects, bionic production, special transportation (including oversized props and animals) and professional blasting. There are more than 58,000 professional and semi-professional actors alone, and there are more than 40 actors' unions.
This shows that the cultural development of urban agglomerations must have certain objective laws. Even if it is already the center of population gathering, economic development, manufacturing and processing, it will not necessarily become a cultural center. Only by making full use of the existing cultural resources and actively creating a network structure to attract agglomeration and diffuse radiation, which conforms to the law of cultural development, can we become the center of consumption of cultural products, the center of allocation of cultural resources, the center of creation of cultural content and the center of development of cultural industries, and have a strong cultural agglomeration and cultural radiation effect on the surrounding areas and even the world.
Second, the realistic basis for the optimization and integration of cultural resources in the Yangtze River Delta
The Yangtze River Delta Urban Agglomeration, which consists of Shanghai, Jiangsu and Zhejiang provinces 15 cities, is located at the T-junction of China's famous eastern coastal open zone and the Yangtze River Economic Belt. Fertile land, abundant water resources, dense cities and criss-crossing road networks are suitable for industry, agriculture and commerce. It is one of the most densely populated, economically developed, culturally prosperous and economically prosperous areas in China. In terms of economic strength, this area accounts for 1% of the country's land and 6% of its population, but it produces 17% of the country's GDP. In 2000, the GDP was nearly $200 billion, and the per capita GDP was $2,300, ranking among the best in China. From the perspective of specific products and services, the information, automobile, steel, petrochemical and petrochemical industries in this region. From the perspective of development, we will continue to maintain a high economic growth rate during the Tenth Five-Year Plan period. It is predicted that by 2005, the GDP of this region will reach 2.5 trillion yuan (US$ 325 billion), slightly higher than that of Taiwan Province Province in 2000. By 20 15, its GDP will reach 5 trillion yuan (US$ 650 billion), exceeding the level of Taiwan Province Province in the same period.
From the perspective of sustainable development, the economic growth of the "Yangtze River Delta" urban agglomeration is inseparable from the coordinated development of social culture. If we want to become the most dynamic urban agglomeration in China and even the world in the 2nd/Kloc-0th century, we must use the vitality of cultural development to give a strong impetus to economic growth and all-round social progress. The rich form and huge stock of cultural resources in the Yangtze River Delta, including natural resources, physical assets, financial currency, patented technology, intangible assets and intellectual capital, provide an important foundation for further optimization and integration during the Tenth Five-Year Plan period.
(1) The traditional cultural resources possessed by the "Yangtze River Delta" urban agglomeration are very distinctive, rich in forms and have their own advantages, which constitute an important condition for complementary integration.
Judging from the scale of economic aggregate, the "Yangtze River Delta" urban agglomeration can be roughly divided into three types. One is the megacity Shanghai, whose GDP accounts for about 29% of the whole region; The other is a big city, Suzhou, Hangzhou, Wuxi, Ningbo and Nanjing, with GDP accounting for about 4 1%, with an average of 8% for each city; The third is a medium-sized city, that is, the other nine cities include Zhoushan. Interestingly, the formation history of these 15 cities is very different, and they have formed different characteristics in the comprehensive coordinates of time.
List of formation time of central cities in Yangtze River Delta
Time city Nanjing Hangzhou Suzhou Shanghai Ningbo
In 472 BC, Jian Yue was founded in the Qin Dynasty.
(Qiantang) Qin Dynasty: Wu Junzhi (22 BC)
22 1-280 Jinling fishing village
3 17-420 Jianye Qinglong Town, Wu Dong was built in 400 AD.
420-589 Jiankang opens Tang Tianbao in Suzhou, six wells (746).
937-975
(Nantang) Jinling Suzhou Shanghai City (1250)
142 1 year later (Ming)
1853- 1864
19 1 1 Nanjing
Tianjin
Zhucheng (1359)
Hangzhou (1620)
qinglong zhen
Shanghai Port (Ming)
Ningbo Port, Shanghai
Ningbo
As can be seen from the above table, only five big cities in the Yangtze River Delta urban agglomeration were gradually formed after 400 BC, 400 AD and 1400 years respectively, and each fully developed its urban culture under different historical backgrounds. The ancient stone town built from the 3rd century to the 6th century became the most prosperous and stable city in southern China and even the whole country at that time, while most of Shanghai and Ningbo were still submerged in the turbulent waves. When Zhu Yuanzhang, the first emperor of the Ming Dynasty, made Nanjing his capital in 1368, Nanjing had become the political, economic and cultural center of the whole country at that time, and made brilliant achievements in architecture, navigation, astronomy, textiles, culture and art, and Hangzhou and Suzhou in the south of the Yangtze River have become the attractions that countless people linger on, with the euphemistic charm that "the West Lake is often better than the West Lake, and thick makeup is always appropriate". Shanghai, the youngest metropolis, was originally just a small fishing port. During the 100 year of opening to the outside world, it quickly rose to become a metropolis in the Far East, the most important financial center and economic center in China since the 20th century, and has the most fully developed urban form in China since modern times. Ancient capitals, scenic spots, seaports, gardens, commercial ports, rivers and lakes, natural landscapes and human resources are so colorful and in sharp contrast that they are highly concentrated on more than 90,000 square kilometers of land, creating important conditions for complementary resources, especially tourism culture.
(2) The "Yangtze River Delta" urban agglomeration has continuously expanded its increment in terms of the flow conditions of cultural resources and social investment in resource cultivation, and strengthened the material basis for optimization and integration.
A large number of facts show that culture, as a socialized production activity, needs rich resources for its development, including: 1, capital resources, which is the driving force of cultural production; 2 technical resources, including energy, raw materials, technology and equipment needed for cultural production; 3. Natural resources, including natural and cultural landscapes and historical accumulation; 4. Intellectual resources, which include three forms: symbolic cultural information, experience cultural skills and innovative cultural ability, especially the latter is a living resource with people as the carrier. This kind of resources can't be concentrated in one city. Only by forming a composite network system can we quickly gather all kinds of resources and form intensive advantages.
The Yangtze River Delta urban agglomeration has five modes of transportation: highway, railway, water transport, aviation and pipeline, and its density far exceeds that of other urban agglomerations in China. Among them, there are 8 large civil airports (including two international airports) and 0/0 large ports/kloc. The airport highway mileage is nearly 30,000 kilometers, and the highway network density is nearly 30 kilometers/100 square kilometers. The number of netizens per 654.38+10,000 people exceeds the national average by more than three times. Taking Shanghai as an example, 200 1, domestic exports connecting domestic provinces and cities have formed two 2500-megabyte high-speed channels; Metropolitan broadband network has covered more than 90% of buildings and communities in Shanghai, and has the service capacity of "Gigabit to the community, 100 Mbps to the building and 100 Mbps to the users". There are 2 million Internet users, 365,438+million cable TV users, 5.5 million fixed telephone users and 4 million mobile phone users in the city, which has created extremely important conditions for the rapid circulation of various cultural resources.
The "Yangtze River Delta" urban agglomeration not only has the flowing foundation of cultural resources, but also forms a huge incremental advantage in cultivating social input of resources. The development experience of urban agglomerations at home and abroad shows that the integration mode and degree of regional culture are closely related to the homogenization and characteristics of its economic and cultural development. In other words, if the degree of cultural development in a region is too different, it will be impossible to integrate. However, the cultural homogeneity of the "Yangtze River Delta" urban agglomeration is relatively high. The investment in education in this area accounts for about 1/6, that of scientific research institutions accounts for about 1/5, that of universities accounts for about 1/3, and that of large and medium-sized enterprises accounts for about 1/4. Compared with the national population of110, the number of cultural and artistic professionals in the "Yangtze River Delta" urban agglomeration accounts for about 1/5, and the number of senior and intermediate professionals accounts for about 1/5, which shows that the cultural talents in this area have great advantages in quantity and quality. In 1990s, the "Yangtze River Delta" urban agglomeration increased cultural investment, promoted characteristic cultural projects, and created a large number of new tangible cultural assets. For example, in May 20065438 1, Kunqu Opera, which originated in Changzhou, Jiangsu Province, was listed by UNESCO as the first batch of "representative works of human oral and intangible heritage" in the world. After all-out efforts in Jiangsu Province, the Ministry of Culture officially decided to hold the China Kunqu Festival in Changzhou, becoming an artistic pearl that inherits history, carries forward the quintessence of the country and radiates the world. By the end of 20001,28 cities, counties and districts in Jiangsu province had been rated as advanced counties in national culture, ranking first in the country. The province has 27 national first-class libraries, ranking among the top in all provinces and cities in China; There are 13 national children's cultural parks, accounting for14 of the national total, and 29 counties and cities have won the title of "National Hometown of Folk Art", accounting for1/kloc-0 of similar towns in China; There are 2 1 counties, cities and districts in the province, and there are more than 1 10,000 libraries in towns and villages, which is also the largest province in China. Jiangsu cultural investment