SWOT Analysis and Best Practice of Creative Industry in Middle Saxony, Germany, Schemes and Mind Maps of Marketing

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2nd Partner meeting Pécs - Baranya, 12th - 13th March 2018

Brief Presentation of SWOT and best practice

SAXONIA – site development and management company

SWOT ANALYSIS DISTRICT MIDDLE SAXONY

Overview

• Area: 2,113 km^2
• Municipalities: 54 (21 town status)
• 2 Universities
• Inhabitants (2015): 312,
• Prognosted Inhabitants (2025): 275, (-16%)
• Employees: 107,
• Average age: 47,
• Well balanced mix of trade and industry, 18,383 companies
• SMEs as backbone of the regional economy

SWOT ANALYSIS DISTRICT MIDDLE SAXONY

Strengths Weaknesses

• Wide spectrum of (sub-)industries in the CI
• Many unused premises and buildings for creative activities
• Two universities as scientific partners in the district
• Mittweida University of Applied Sciences with strong media orientation
• Tradition and regional identity as a source of creative processes
• Development potential of initiatives and networks ("Creative Saxony")
• Erzgebirge as a touristic hotspot
  • Migration of young professionals to the regional centers of Saxony
  • Inadequate broadband coverage in rural areas
  • High renovation costs of the vacant properties
  • Poor public transport connection in rural areas
  • Currently insufficient connection between creatives and public authorities
  • State of the statistical data at district level regarding CI is insufficient

SWOT ANALYSIS DISTRICT MIDDLE SAXONY

Opportunities Threats

• Online sales of regional products to compensate local distribution
• Public perception of development opportunities of the CI
• New perpectives and innovations through the alternation of generations in the fields of public adminitrations and the NGO landscape
• Taking up new intercultural influences through integration of migrants and refugees
• Creative regional marketing
  • Declining NGO funding by the public sector
  • Failure of integration efforts due to poor conditions (technical and social infrastructure, equipment and lack of constant financing)
  • Bad demographic conditions (negative natural population change)
  • Changing funding conditions by the end of the EU funding period by 2020
  • The financial deterioration of the communal administration could lead to further thinning of the social and technical infrastructure in rural areas

BEST-PRACTICE: KÜHLHAUS, GÖRLITZ

• Built in the 1950s as a cold storage for food
• Located in the suburbs of Görlitz
• Main building: 1,600 qm on 6 floors
• Total area: 20,000 qm
• Managing body: NGO Kühlhaus Görlitz e.V.
• Reutilizaton start: 2008 General information

BEST-PRACTICE: KÜHLHAUS, GÖRLITZ

Forms of use:

• Cultural events (concerts, film week, impro-theatre, MoxxoM festival)
• Knowledge (screen printing and creative workshop, photo lab, rehearsel rooms and lectures)
• Network activities (urban festivals, sport tournaments, bicycle network)
• Economic operation: (rental for private or profit- orientated use)

BEST-PRACTICE: KÜHLHAUS, GÖRLITZ

Problems:

1. With pure voluntary work projects perspective not sustainable
2. Rising administrative tasks hardly to handle without paid staff
3. Missing financial support from local administrative units

Potential for transfer:

1. Implemented without public funding but with intensive identification and solidarity of all involved stakeholder
2. Combination of living, work and leisure time gives users maximum flexibility to organize themselfes