2. Product structure: classify the products of creative industries from multiple angles, give the consumption scale and proportion of creative products in different categories, grades, regions and application fields, and deeply investigate the market capacity, demand characteristics and main competitors of each subdivision product, which will help customers grasp the product structure and market demand of each subdivision product as a whole. This part of the content is presented in the form of "text narration+data chart (table, pie chart)".
3. Market distribution: Analyze the market distribution of creative industries from the aspects of users' geographical distribution and consumption capacity, and conduct in-depth research on key regional markets with large consumption scale, including consumption scale and proportion, demand characteristics, demand trends, etc ... This part is presented in the form of "text description+data chart (table, pie chart)".
4. User research: By dividing the user groups of creative products, the consumption scale and proportion of creative products by different user groups are given. At the same time, the purchasing power, price sensitivity, brand preference, purchase channels and purchase frequency of creative products purchased by various user groups are deeply investigated, and the factors of concern and unsatisfied demand of various user groups for creative products are analyzed, and the consumption scale and growth trend of various user groups for creative products in the next few years are predicted, thus helping creative manufacturers to grasp the demand of various user groups for creative products. This part of the content is presented in the form of "text narration+data chart (table, pie chart)".
5、……
Competition pattern
Based on the five-force model, this report analyzes the competitive pattern of creative industries from five aspects: the competitiveness of existing competitors, the entry ability of potential competitors, the substitution ability of substitutes, the bargaining power of suppliers and the bargaining power of downstream users. At the same time, through the investigation of the existing competitors of creative industries, the market share index of creative industry enterprises is given to judge the market concentration of creative industries, and the mainstream enterprises are divided into competitive groups according to market share and market influence, and the characteristics of each competitive group are analyzed; In addition, by analyzing the strategic trend, the investment trend of mainstream enterprises, the investment enthusiasm of new entrants and the market entry strategy, we can judge the changing trend of the future competition pattern of creative industries.
benchmarking enterprises
The study of benchmarking enterprises has always been the core and foundation of the research report of Zhongjing Vision. Because benchmarking enterprises are equivalent to samples of industry research, the development trend of a certain number of benchmarking enterprises largely reflects the mainstream development trend of an industry. In this report, 5- 10 benchmark enterprises with large scale and the most representative in the creative industry are carefully selected for investigation and research, including their industry status, organizational structure, product composition and positioning, operating conditions, marketing model, sales network, technical advantages and development trends. The report can also adjust the number and methods of benchmarking enterprises according to customer requirements.
investment opportunity
In this report, the research on investment opportunities in creative industries is divided into general opportunity research and specific project opportunity research. General investment opportunities are mainly analyzed and evaluated from the perspectives of subdivided products, regional markets, industrial chains, etc. Specific project investment opportunities are mainly aimed at projects that creative industries are planning to build and seek cooperation.
catalogue
Research background
research method
Definition and basic concepts of creative industries in this report
The first chapter is the development of creative industries at home and abroad.
1. 1. Development of global creative industries
1. 1. 1.
1. 1.2. Development of major countries and regions
1. 1.3. Development trend of global creative industries
1.2. Overview of the development of creative industries in China
1.2. 1. The development and present situation of creative industries in China.
1.2.2. Problems in the development of creative industries in China
Chapter II Industry Development Environment (PEST Analysis Model)
2. 1. Economic environment
2. 1. 1. Domestic economic environment
2. 1.2. International trade environment
2.2. Policy environment
2.2. 1. product-related standards
2.2.2. National and local creative industry planning and policies
2.3. Social environment
2.4. Technical environment
Chapter III Market Analysis
3. 1. Overview of market demand
3.2. Market size
3.2. 1. Market size and growth rate of creative industries in China in the past five years.
3.2.2. Market saturation of creative industries
3.2.3. Factors affecting the scale of creative market
3.2.4. Market potential of creative industries
3.2.5. Forecast of the scale and growth rate of China creative market in the next five years.
3.3. Market characteristics
3.3. 1. Life cycle of creative industries
3.3.2. The impact of technological change and industrial innovation on creative industries
3.3.3. Differentiation analysis
Chapter IV Regional Market Analysis
4. 1. Overview and distribution of regional market
4.2. Market analysis of key regions
4.2. 1. Regional market i
(1) Market Overview
(2) Consumption scale and proportion
(3) the characteristics of market demand
(4) Market development trend
4.2.2 Regional Market II
(1) Market Overview
(2) Consumption scale and proportion
(3) the characteristics of market demand
(4) Market development trend
4.2.3 Regional Market III
(1) Market Overview
(2) Consumption scale and proportion
(3) the characteristics of market demand
(4) Market development trend
……
4.3. Regional market development trend of creative industries
Chapter V Analysis of Subdivision Industries
5. 1. Product structure of creative industries
5.2. Sub-products 1
5.2. 1. Market size
5.2.2 Application fields
5.2.3. Prospect forecast
5.3. Secondary product II
5.3. 1. Market size
5.3.2 Application fields
5.3.3. Prospect forecast
5.4. Secondary Product III
5.4. 1. Market size
5.4.2 Application fields
5.4.3. Prospect forecast
……
Chapter VI Import and Export Analysis
6. 1. Export analysis
6. 1. 1. Export volume/value and growth of creative products in the past three years
6. 1.2. Distribution of exporting countries and regions
6. 1.3. Factors affecting the export of creative products
6. 1.4. Forecast of the export situation of creative industries in the next three years
6.2. Import analysis
6.2. 1. Import volume/value and growth of creative products in the past three years
6.2.2. Brand structure of imported creative products
6.2.3. Factors affecting the import of creative products
6.2.4. Forecast of the import of creative industries in the next three years
Chapter VII Industry Production Analysis
7. 1. technology
7. 1. 1. The technological development status of global creative industries
7. 1.2. Technical level of creative industries in China
7. 1.3. Latest technical trends in the industry
7. 1.4. Development trend of creative industry technology
7.2. Capacity and output
7.2. 1. Output and growth rate of creative products in China in the past five years.
7.2.2. Industry Capacity and Start-up
7.2.3. Hot spots of industrial investment and projects to be built
7.2.4. Forecast of the output and growth rate of creative products in China in the next five years.
7.3. Regional distribution of creative industries
7.3. 1. Number and scale of creative enterprises in China
7.3.2. Regional distribution of enterprises and industrial clusters
7.3.3. Development characteristics of creative industries in key provinces and cities
7.3.4. Output and proportion of creative products in key provinces and cities
Chapter VIII Analysis of Industry Supply and Demand Balance
8. 1. Supply and demand balance of creative industries
8. 1. 1. Overall production and sales rate of the industry
8. 1.2. Production and sales rate of subdivided products
8.2. Factors affecting the balance between supply and demand of creative industries
8.3. Forecast of supply and demand balance trend of creative industries
Chapter IX Enterprise Research (Top 10, target enterprises can be specified according to customer needs)
9. 1.* * * Company
9. 1. 1. Basic enterprise information
9. 1.2. Organizational structure
9. 1.3. Product structure and market performance
9. 1.4. Production and marketing scale
9. 1.5. Fuck oak parts
9. 1.6. Sales network
9. 1.7. Core competitiveness
9. 1.8. Latest development trend of enterprises
9.2.* * * Company
9.2. 1. Basic enterprise information
organization structure
9.2.3. Product Structure and Market Performance
9.2.4. Production and marketing scale
9.2.5. Fuck the tussah parts
9.2.6. Sales Network
9.2.7. Core competitiveness
9.2.8. Latest development trends of enterprises
……
9. 10.* * * Company
9. 10. 1. Basic enterprise information
9. 10.2. Organizational structure
9. 10.3. Product structure and market performance
9. 10.4. Production and marketing scale
9. 10.5. Fuck oak parts
9. 10.6. Sales network
9. 10.7. Core competitiveness
9. 10.8. Latest development trend of enterprises
Chapter 10 Industry Competition Pattern
10. 1. Market share of major creative enterprises (last year)
10.2. Market concentration of creative industries
10.3. Industry competition groups
10.4. Potential entrants
10.5. Alternative threats
10.6. bargaining power of suppliers
10.7. The bargaining power of users
10.8. Key competitive factors of creative industries
10.8. 1. Fund
10.8.2 technology
10.8.3. Talents
Chapter II XI Product Price Analysis
1 1. 1. Price characteristics of creative industries
1 1.2. Historical price review of creative products in China
1 1.3. Comment on the current market price of creative products.
1 1.4. Factors affecting the price of creative products
1 1.5. Price and price strategy of creative products of mainstream enterprises
Chapter XII Upstream Supply Situation
12. 1. Development status of upstream industries
12.2. Upstream industrial production
12.3. Changes in product prices of upstream industries in recent years
12.4. the influence of upstream industries on the production cost of creative industries
Chapter XIII Downstream Application Fields
13. 1. Overview of downstream application fields
13.2. Application field 1
13.2. 1. Demand characteristics
13.2.2 market capacity
13.2.3. Competition
13.2.4. Demand trend
13.3. Application field II
13.3. 1. Demand characteristics
13.3.2. Market capacity
13.3.3. Competition status
13.3.4. Demand trend
13.4. Application area III
13.4. 1. Demand characteristics
13.4.2 market capacity
13.4.3. Competition
13.4.4. Demand trend
……
Chapter XIV Substitutes
14. 1. Types of substitutes
14.2. Impact of substitutes on creative industries
14.3. Development trend of substitutes
Chapter XV Supplementary Products
15. 1. Types of complementary products
15.2. the influence of complementary products on creative industries
15.3. Development trend of complementary products
Chapter 16 Channel Research
16. 1. Introduction to the mainstream channels of creative industries
16.2. Comparison of various channels
16.3. Channel strategies of major creative enterprises
Chapter 17 Analysis of Industry Profitability
17. 1.
17.2. Sales profit rate of creative industries in the past five years
17.3. Profit rate of total assets of creative industries in the past five years
17.4. Return on net assets of creative industries in the past five years
17.5. Profit and tax rate of output value of creative industries in the past five years
17.6. Forecast of profit indicators of creative industries in the next five years
Chapter 18 Analysis of Industry Growth
18. 1. Growth rate of sales revenue of creative industries in the past five years
18.2. Growth rate of total assets of creative industries in the past five years
18.3. Growth rate of fixed assets of creative industries in the past five years
18.4. Growth rate of net assets of creative industries in the past five years
18.5. Profit growth rate of creative industries in the past five years
18.6. Forecast of growth index of creative industries in the next five years
Chapter 19 Analysis of Debt-paying Ability of Industries
19. 1. Asset-liability ratio of creative industries in the past five years
19.2. Quick ratio of creative industries in the past five years
19.3. Turnover rate of creative industries in the past five years
19.4. Interest guarantee multiples of creative industries in the past five years
19.5. Forecast of solvency index of creative industries in the next five years
Chapter 20 Analysis of Industry Operation Capability
20. 1. Total assets turnover rate of creative industries in the past five years
20.2. Net assets turnover rate of creative industries in the past five years
20.3. Turnover rate of accounts receivable in creative industries in the past five years
20.4. Inventory turnover rate of creative industries in the past five years
20.5. Forecast of operating capacity index of creative industries in the next five years
Chapter 21 Investment Opportunities and Business Strategy Suggestions
2 1. 1. Forecast of the overall development prospect of creative industries
2 1.2. Investment opportunities
2 1.2. 1.
2 1.2.2. Regional market
2 1.2.3. Industrial chain
2 1.2.4. Specific projects
2 1.3. Suggestions on business strategy of enterprises
2 1.3. 1. product positioning and pricing
2 1.3.2. Marketing strategy and channel construction
2 1.3.3. Technological innovation
2 1.3.4. Cost control
2 1.3.5. Suggestions on investment and financing
Chapter 22 Risk Warning
22. 1. Environmental risks (international economic situation, exchange rate, domestic macroeconomic situation, macroeconomic policies, etc. )
22.2. Industrial policy risks
22.3. Industrial chain risks
22.4 Market Risk
22.5. Enterprise internal risks
data source
Original research data
Interview relevant experts, manufacturers, distributors, business (sales) personnel and users in the industry to obtain the latest first-hand market information.
Market monitoring data
Data collected from the follow-up research and long-term monitoring of creative market from the perspective of China.
Official figures
Statistical data and materials of the National Bureau of Statistics, the National Development and Reform Commission, the State Council Development Research Center, trade associations, the General Administration of Customs, industrial and commercial taxation and other government departments and official institutions.
Industry public information
1, quarterly and annual reports of key enterprises in creative industries and upstream and downstream enterprises;
2. Articles, comments and opinions of mainstream media;
3. Public opinions of senior experts in the industry.
Business data
Business data service providers who have long-term cooperation with Zhongjing Vision, such as Wonder, Wanfang and China Knowledge Network.
document retrieval
Various Chinese and English periodical databases, libraries, research institutes and university literature materials.
Other sources
Other data sources with certain authority and reference value.
research method
1, time series
Time series refers to the sequence formed by arranging the numerical values of a phenomenon and a statistical index in time order. Time series method is a quantitative prediction method, also known as simple continuation method. It is widely used as a commonly used prediction method in statistics. Time series analysis was applied to economic forecasting before World War II. During and after World War II, it was widely used in military science, space science, weather forecasting and industrial automation. Time series analysis is a statistical method of dynamic data processing. Based on the theory of stochastic process and mathematical statistics, this method studies the statistical laws followed by random data series to solve practical problems.
2. Situation analysis
SWOT (opportunity threat of strengths and weaknesses) analysis method, also known as situation analysis method or advantages and disadvantages analysis method, is used to determine an enterprise's own strengths, weaknesses, opportunities and threats, thus organically combining the company's strategy with the company's internal resources and external environment.
3. Pest analysis
PEST analysis refers to the analysis of macro-environment, in which P is political system, E is economy, S is society and T is technology. When analyzing the development environment of an industry, it is usually through these four factors to analyze the situation faced by enterprises in this industry.
4. Five-force model
Five-force model, in a sense, belongs to the microscopic analysis of external environment analysis methods, which brings together a large number of different factors in a simple model to analyze the basic competitive situation of an industry. Porter's five strengths are: the bargaining power of suppliers, the bargaining power of buyers, the threat of potential entrants, the threat of substitutes and the competition among existing enterprises.
The model was developed by Michael? Michael Porter put forward it in the early 1980s, which had a far-reaching global impact on the company's strategic formulation. When used in competitive strategy analysis, it can effectively analyze the competitive environment of customers. Porter's "five forces" analysis method is a static cross-sectional scan of the profitability and attractiveness of an industry, which shows the average profit space of enterprises in this industry, so it is a measure of the industry situation, not the ability of enterprises.
5.SCP industry analysis model
SCP (Structure-Behavior-Performance) model was founded by Bain, scherer and others who are authoritative in industrial economics of Harvard University. This model provides an industrial analysis framework that can not only go deep into specific links, but also have a systematic logic system, namely: industrial structure-behavior-performance. The basic meaning of SCP framework is that the industrial structure determines the behavior of enterprises in the market, and the behavior of enterprises determines the economic performance of all aspects of the market. SCP model is mainly used to analyze the strategic adjustment and behavior changes that may occur when an industry or enterprise is subjected to external shocks (mainly referring to changes in external economic environment, politics, technology, cultural changes, consumption habits and other factors).
Industry structure: mainly refers to the possible impact of external environment changes on the industry in which the enterprise is located, including changes in industry competition, product demand, market segmentation and marketing model.
Corporate behavior: mainly refers to the measures that enterprises may take to cope with external shocks and changes in industry structure, including a series of changes such as the integration of related business units, the expansion and contraction of business, the change of operation mode and the change of management.
Operating performance: mainly refers to the changing trend of enterprises in terms of operating profit, product cost and market share. When the external environment changes.
The Report on Market Prospect Analysis and Forecast of Creative Industries in China deeply analyzes the development status, market demand, competition pattern, product characteristics and market share of key enterprises, industry development prospects, investment opportunities and risks.
Enterprise profile
Beijing Zhongjing Visual Information Consulting Co., Ltd. (hereinafter referred to as "Zhongjing Vision") started in 2008. After more than ten years of development, Zhongjing Vision has become a research-driven large-scale comprehensive consulting group, covering market research, engineering consulting, industrial planning, investment and financing consulting, PPP consulting and enterprise listing consulting. It has a number of subsidiaries and branch service agencies holding or holding shares in major regions of the country. Subsidiaries and cooperative units from the perspective of Zhongjing can provide customers with various business qualifications, including: engineering consulting grade A, cost consulting grade A, bidding grade A, engineering supervision grade A, environmental assessment grade A and so on.
Headquartered in Chaoyang District, Beijing, Zhongjing Vision has branches in Shanghai, Hangzhou, Anhui and Fujian. The company has more than 65,438+020 experienced and excellent analysts, more than 90% of whom have master's and doctoral degrees, and has served more than 65,438+00,000 customers at home and abroad (Europe, North America, Japan, South Korea, India, Australia and Africa). Including central enterprise customers, international enterprise customers, domestic and foreign-funded enterprises, private enterprises and government departments, it has become a long-term supplier of consulting products for hundreds of multinational companies and Fortune 500 companies, with a customer satisfaction rate of over 95%. At present, Zhongjing Vision has signed an average of 5-7 contracts every working day, and implemented more than 1 000 consulting projects throughout the year. He has accumulated rich project cases and consulting experience in dozens of industries such as energy, chemical industry, machinery, automobile, finance, insurance, retail, telecommunications, medicine, food, tourism and light industry.
Zhongjing Vision has not only established a good partnership with well-known data institutions at home and abroad (including official statistics departments and commercial data operators), universities and research institutes, but also built a huge economic operation monitoring database, including global macroeconomic data, domestic economic operation data of various industries, domestic economic data of various regions, and trade data between China and other countries.
In addition, Zhongjing Vision also has many excellent strategic partners, including well-known VC companies, PE companies, banking financial institutions, securities companies, large law firms and accounting firms. ,