Co-finan ced by : [622298]
Co-finan ced by :
INTERREG IVC Program
Baltic Sea Region (BSR)
URBAN CREATIVE POLES
SWOT ANALYSIS OF CULTURAL AND CREATIV E
INDUSTRIES IN COTTBUS
Cottbus, 15 October 2011
Faculty 2
Chair Urban M anagement
Project officers :
Dipl.-Ing. M arc Altenburg (Management SWOT Analysis )
Erik Hofedank cand. B.Sc.
Sebastian Franz B.Sc.
Kathleen Friedrich B.Sc
In cooperation with :
Dipl.-Ing. Jens Gerhardt M.Sc.
Dipl.-Bw. (BA) Nadja Riedel M.Sc
Günther Weick , C+S Consult
Daniela Naumann , EGC Cot tbus
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CCI SWOT analysis
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Chair of Urban Management Baltic Sea Region (BSR)
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Table of contents
0 Introduction ………………………….. ………………………….. ………………………….. ……………………… 2
1. Background of the study ………………………….. ………………………….. ………………………… 2
2. Approach and structure of the study ………………………….. ………………………….. ………… 2
A. Presentation of framework conditions ………………………….. ………………………….. …………. 5
1. Framework conditions at national and fed eral state levels ………………………….. ……….. 5
2. Framework conditions of the city of Cottbus ………………………….. ………………………… 13
B. Cultural and creative industries in Cottbus ………………………….. ………………………….. … 21
1. Set-up, presentation of origin of data and data quality ………………………….. …………… 21
2. Portrait of the cultural and creative industries in Cottbus ………………………….. ……….. 22
3. Key institutions in cultural and creative industries for coaching and networks in the State
of Brandenburg ………………………….. ………………………….. ………………………….. ………. 24
4. Coaching services fo r the cultural and creative industries ………………………….. ……… 24
5. Networks in the cultural and creative industries ………………………….. ……………………. 26
6. Map representation of sub -markets and further places with relevance for the CCI …. 28
C. Presentation of public and intermediate cultural sectors ………………………….. …………. 37
1. Public sphere ………………………….. ………………………….. ………………………….. ………… 37
2. Intermediate sphere ………………………….. ………………………….. ………………………….. .. 38
D. Presentation of polls, expert interviews, workshops and selected findings …………… 40
1. Implementation and procedure ………………………….. ………………………….. ……………… 40
E. SWOT analysis ………………………….. ………………………….. ………………………….. …………….. 43
1. Set-up and structu re of the SWOT analysis ………………………….. …………………………. 43
2. SWOT evaluations ………………………….. ………………………….. ………………………….. …. 44
F. Conclusions and recommendations for action ………………………….. ……………………….. 55
1. Conclusions ………………………….. ………………………….. ………………………….. …………… 55
2. Conclusions and recommendations from a business and management perspective –
Acquisition of new markets and extension of sales areas ………………………….. ………. 56
3. Recommendations for action by framework -setting stakeholders ………………………… 56
G. References ………………………….. ………………………….. ………………………….. ………………….. 61
1. Survey Sources ………………………….. ………………………….. ………………………….. ……… 61
2. Literature ………………………….. ………………………….. ………………………….. ………………. 63
URBAN CREATIVE POLES
CCI SWOT analysis
Faculty 2 Co-financed by EU INTERREG IVC Program
Chair of Urban Management Baltic Sea Region (BSR)
2
0 Introduction
1. Background of the study
Cultural and creative industries (CCI) , as economic b ranche s, have experienced a clearly visible
increase in importance in recent years . This development is due to various reasons : CCI are a dy-
nami c sector that is deemed as a pioneer of the transition from i ndustri al to knowledge economy .
High growth rates, including employment effects, are ascribed to CCI . Besides purely economic
aspects, CCI have the pot ential of triggering image effects that should not be underestimat ed and
provide impetuses for urban development .
To date, the s ituation of cultural and creative industries was mainly analysed in major cities . A re-
cent exception was made during Ruhr 2010 where the p otential s of c ultural and creative industries
were also investigated and presented for medium -sized cities in the Ruhr Area (cf. Regionalve r-
band Ruhr 2009 ).
What should be considered is that c ultural and creative industries are a recently established sector
which cannot be deemed a uniform b ranch. CCI is a combination of various sub-market s from pe r-
forming arts to p rogrammi ng activities whose common feature is that a creative act is inherent in
their p roductive activities . A certain lack of clarity in this context is due to the fact that several s tud-
ies of c ultural and creative industries coined their own d efinition s. This study has elaborated and
uses unifor m definition s modelled on d efinition s by the German federal government and the E uro-
pean U nion (EU).
One fundamental element for the preparation of actions relating to Urban Creative Poles ( abbrev i-
ated to UCP) is the preparation of this s tudy of the status quo of cultural and creative industries in
Cottbus. The s tudy was aimed at providing facts and figures about the current s ituation of the c ul-
tural and creative industries but also identify potentials and challenges for companies active in this
field in Cottbus.
This study is not a d escriptive representation of the s ituation but an evaluation of the situation by
means of an a nalysis of strengths and weaknesses . The individual working steps of this s tudy are
described in greater detail in the following chapte r.
2. Approach a nd structure of the study
The core of the study is a SWOT analysis which stands for strengths, weaknesses , opportun ities
and threat s. Those four terms are the key evaluation units in a SWOT analysis . Several surveying
and analytical steps serve to fill the SWOT analysis with contents and, following evaluation, enable
deduction of recom mendations for action .
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The outcomes of analyses a nd surveys are presented in the following c hapter s:
Description of national, federal state , regional and local contexts – Part A
Representation of cultural and creative industries in Cottbus – Part B
Presentation of the public and intermediate cultural sector in Cottbus – Part C
Presentation of expert interview s, polls and workshop s – Part D
SWOT Analysis – Part E
Summary and recom mendations – Part F
Fehler! Verweisquelle konnte nicht gefunden werden. is a schematic presentation of the stru c-
ture of the study and performed analytical steps (i.e. of the meth odological approach) .
Chapter s A, B and C are a pur ely d escriptive presentation of surveyed a nd assessed data and
information . Chapter D described the approach to polls a nd workshop s (see below ). Chapter E
uses the findings of the a nalytical steps and conducts a comprehensive evaluation by means of a
SWOT analysis . The outcomes were used to define recom mendations for action, see Chapter F.
Framework conditions
Development background
Administrative structures / responsi bilities for CCI
Subsidy structures (promotion instruments)
Demographic, economic, spatial and cultural trends
Region State
CCI se ctor (private)
Quantitative description (statistics)
Qualitative description, supported by
– Questionnaires
– Workshops with stakeholder s / CCI
representatives Public and intermediate cultural sector
Quantitative description (statistics)
Qualitative description, supported by
– Responsibilities of institutions
– Workshops with stakeholder s / CCI
representatives
SWOT
Strengths Weaknesses
Opportun ities Threats City
Fig. 1: Workflow of the SWOT analysis
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Analytical steps of the study included :
An asset survey of the city was conducted in collaboration with a student project in the Mast er
Course Urban and Regional Plannin g to acquire the number and locations of creative businesses .
This stock -taking exercise was supported by I nternet and Yellow Pages r esearch.
The s tudents also assisted the project team in questionnaire polls of businesses . The polls exer-
cise served to obt ain an impression of the e conomic situation , existing network s and spatial c ondi-
tions in the city . The businesses were also asked for their opinions on u rban development , busi-
ness development and their individual situation to get indications for evaluati ng the overall s ituation
in Cottbus.
In addition, expert meetings were held which went beyond polls through q uestionnaire s and were
more open.
Two w orksho ps with local stakeholder s were organised and hosted to discuss fundam ental issues .
The w orkshop outcome s were also evaluated .
Statistical data was obtained from State Statistical Office Brandenburg to perform calculation s.
Detai led information regarding a nalytical steps and use of d ata as well as explanations of pertinent
terms is given in the relevant c hapters and in the Appendix .
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A. Presentation of framework conditions
1. Framework conditions at national and federal state levels
1.1. Status of cultural and creative industries
1.1.1. Definition of CCI at national and federal state levels
A Monitoring Report on Cultural and Creative Industries in Germany , published in 2009, introduced
for the first time a harmonised baseline model for definition of and differentiation between CCI . The
model was prepared by order of the Federal Ministry of Economics and Technology (BMWi 2009a ).
This baseline m odel provides for the first time a tool for differentiation of CCI which can be un i-
formly used at least across Germany (cf. BMWi 2009 a, p. 3). The model is also compatible with
definitions used at the E uropean l evel (cf. BMWi 2009 b, p. XII).
The baseline model distinguishes two possible c ategoris ations : according to so -called statist ical
sub-group s, which allow for classification to NACE code l evel 4, and to sub-market s which require
classification to NACE code level 5 . The baseline model d ivides the Creative Industries into cultural
industries and creative sectors . Cultural industries comprise c ultural activities in the narrower
sense . According to s tatistical sub-group s, these are publishing industry , film industry , broadcas t-
ing indu stry, artistic a nd other groups , trading in cultural goods , the a rchite cture mark et and Design
industry . The s tatistical groups advertising market and software/ games industr y are recorded as
creative sectors . All the above together constitute the Creative Indust ries.
1.1.2. Statistical information about the e conomic situation
As already mentioned, there is data relating to sub -markets at German federal level . This present
study is oriented on sub -markets which will be presented in the below charts . In contrast, the Sta te
of Brandenburg Report on Cultural and Creative Industries is orient ed on statistical sub -group s.
Hence, comparability of the two reports is only given for the total of the entire sector of cultural and
creative industries .
Fig. 1 below shows the most important general economic coefficient s. Brandenburg’s gross d o-
mestic p roduct (GDP ) amounts to just under 2.25% of the German national economic perfo rmance .
This figure (and the majority of the following illustrations a nd charts ) provides information about the
number of employees paying compulsory social security contributions (SI employees) because the
State Statistical Office has made available only such data for the labour mark et in the c ultural and
creative industries in Cottbus . This presentation shall enable compatibility of data to the largest
possible extent .
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GDP 2009 in
Mio. €No. of
enterprises
2008turnover
2008 in
Mio. €No. of
employees
2009 in
thousandsunemploy-
ment rate
2009 in %
Germany 2.407.200 3.636.495 5.412.240 27.487 8,1
Brandenburg 54.218 100.865 75.005 741 12,3
Fig. 1: Economic coefficient s 2009 /2008 for Germany and Brandenburg (Source: Authors’
presentation acc. to Federal Statistical Office 2001 -2010 , data by State Statistical Office 2011)
Fig. 2 shows the most important current coefficient s for the cultural and creative industries at the
German national level .
No. of
enterprises
2009in billion €percentag
e of total
GDP in %in million €percentage
of total
turnover in
%numberpercentage of
total number
in %
total 236.837 64,2 2,6 131.407,0 2,7 786.669 2,9Basic information on
CCI in Germany based
on the different
submarkets gross added value
2009turnover 2009 employees 2009
Fig. 2: Key data of cultural and creativ e industries in Germany 2009 ( Source: Authors’ presentation
acc. to BMWi 2010)
Fig. 3 contrasts the key data of cultural and creative industries in Brandenburg and Germany . 2006
is the r eferen ce date because the most current data is available from the Cultural Industries Report
of the State of Brandenburg (State of Brandenburg 2009) published in that year . The c ultural and
creative industries in Brandenburg have a lower share in the overall economy . The pe rcentage of
Brandenburg -based b usinesses in cultural and creative industries in the total number of su8ch
firms in Germany is just under 1.7%. A comparison with Fig. 2 reveals that all economic coeff i-
cient s rose at the federal level by the year 2009.
no.percentage of
total GDP in %in million €percentage of
total turnover
in %no.percentage
of total
number in %
Germany 219.376 7,1 126.378,0 2,6 718.667 2,7
Brandenburg 3.673 4,3 780,9 1,2 12.874 1,8turnover 2006 number of employees 2006 enterprises 2006basic
information on
CCI
* Share in overall economy relates to the o verall economy in Germany s respectively Brandenburg
Fig. 3: Key data of cultural and creative industries 2006 for Germany and Brandenburg (Source:
Authors’ presentation acc. to BMWi 2009a; MW , MWFK 2009)
Fig. 4 depicts economic coefficient s for the structuring acc. to s ub-market s. Year 2006 w as chosen
as reference date to make local figures comparable to those for the State of Brandenburg .
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No. of
enterprises
2006in million
€percentage
of CCI in %no.percentage
of CCI in %
Performing Art 17.320 4.154 2,9 19.579 2,4
Art market 10.985 1.767 1,2 4.264 0,5
Film 17.654 7.609 5,4 36.196 4,5
Broadcasting 889 7.426 5,2 24.017 3,0
Music 10.798 5.392 3,8 24.186 3,0
Book 13.638 14.743 10,4 67.859 8,4
Press 22.917 27.312 19,3 101.443 12,5
Design 38.728 14.869 10,5 81.419 10,1
Architectural 39.737 7.287 5,1 59.889 7,4
Advertising 39.507 25.797 18,2 102.514 12,7
Games/Software 35.719 24.103 17,0 270.086 33,4
Other activities 5.069 1.283 0,9 18.242 2,3
CCI in total 219.376 126.378 100,0 719.880 100,0turnover 2006number of employees
2006Basic information on
CCI in Germany
regarding sub-
branches
Fig. 4: Key data of cultural and creative industries in Germany acc. to sub-markets to WZ2003
(Source: Authors’ presentation acc. to BMWi 2009a)
The State of Brandenburg has chosen a structuring acc. to statistical sub -groups for its Cultural
Industries Report . Hence, Fig. 5 shows k ey data for the State of Brandenburg after this structuring .
No. of
enterprises
2006in million
€percentage
of CCI in %no.percentage
of CCI in %
Press 108 118,8 15,2 1.832 14,2
Film 194 61,7 7,9 1.430 11,1
Broadcasting 30 24,0 3,1 1.535 11,9
Performing Art, Music, Literature 821 80,7 10,3 1.681 13,1
Journalists, news agencies 296 43,8 5,6 88 0,7
museum shops, art exhibits 31 9,0 1,2 1.054 8,2
trade with book, music and art 260 65,6 8,4 536 4,2
architecture studios 624 90,2 11,6 1.341 10,4
design offices 471 75,2 9,6 745 5,8
advertising offices 307 56,2 7,2 366 2,8
Software/Games 531 155,7 19,9 2.266 17,6
Total CCI 3.673 780,9 100,0 12.874 100,0number of
employees 2006turnover 2006basic information on CCI in
Brandenburg regarding sub-
branches
Fig. 5: Key data of cultural and creative industries in Brandenburg acc. to statistical sub -groups to
WZ 2003 ( Source: Authors’ presentation acc. to MW, MWFK 2009)
The above economic figures, in s ummar y, reflect that c ultural and creative industries are an i n-
creasingly important sector . In addition, CCI boast considerable growth – in contrast to other e co-
nomic sectors . In B randenburg , however, c ultural and creative industries have only a smaller pe r-
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centage in the o verall economy which points to the fact that there are considerable g rowth poten-
tials. It is necessary for Brandenburg in order to its own in e conomic structural change to further
division of tasks advance promotion of cultural and creative industries .
1.2. Organisation of administration
Germany is structured into a federal System which means that sovereign tasks are shared by the
national state (Federal R epubli c) and the individual states (federal states ). This division of tasks is
formalised in the German Grundgesetz [Constitution] under which the national a nd federal state
governments have exclusive legislative powers in certain specified regulatory areas . The legal b a-
sis is stipulated in Grundgesetz articles 71 and 73. Federal states, e.g., are entitled to adopt their
own regulations in the fields of c ulture and education a s well as in municipal law . The level of reg u-
latory detail of federal states is prescribed by f ramework legislation passed by the national go v-
ernment (e.g. Framework Act for Higher Education [HRG] ). The authority of the federal government
to make framework legislation, however, was subject of a political discourse and was abandoned
with the federalism reform of September 2006. Previous law is being continued as f ederal law until
the federal states will have adopted their own regulations .
Some regulatory areas are subject to concurrent legislation which empowers f ederal states to
adopt regulations as lo ng as such are not passed by the federal government . (cf. Andersen; Woyke
2003.)
There are administrative bodies both at national and federal state level s as well as at municipal
level. National laws are essentially implemented by f ederal states . Municipal ities in Germany oper-
ate their own administrative bodies in the meaning of municipal self-administration as defined in
Grundgesetz article 28, para. 2, and various federal state constitutions . The tasks for which they
are responsible are determined by thei r being rooted in communal coexistence . Municipalities have
the right to take on priority tasks in order to identify, define and exercise tasks at the local lev el
while also exercising compulsory governmental responsibilities .
Municipalities notably enjoy municipal ‘cultural sovereignty’, i.e. they are free to decide which c ul-
tural tasks they want to fulfil . Municipalities can independently decide if and how they want to exe r-
cise such tasks . Tasks in the cultural sphere relate, e.g. to administration of sc hools and k inderg ar-
tens, operation of libraries , music schools and adult education programs , museums, theatres a nd
sports facilities .
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1.3. Institutions , activities and funding programs at the federal level
1.3.1. Institutions at the federal level
At the federal level , there are various agencies of the Bundestag [German Parliament] and the fe d-
eral government as well as combinations of federal state governments which are involved in the
field of cultural and creative industries . There are also associations and funding in stitutions that are
organised entirely along civil society lines or act by order of the federal government .
Central entities for (political ) government -level support are the Federal Ministry of Economics and
Technology (BMWi) and the Federal Government Com missioner for Culture and the Media . The
Federal Mini stry of Labour and Social Affairs [BMAS] is also partially responsible for cultural and
creative industries , e.g. by bearing political responsibility for the social security scheme for artists .
In additi on, various a gencies of the Bundestag and federal government (such as committees and
commissions ) and comb inations of federal states are respectively were actively i nvolved in the
topic of cultural and creative industries . Such entities notably include :
the Bundestag Committee on Culture,
the Study Commission ‘Culture in Germany ’, appointed by the Bundestag in 2003 , com-
pleted its work in 2007 ,
and the Conference of Economics Ministers o f the federal states .
Also non -government o rganisation s [NGOs] , such as German Cultural Council , Society for Cu ltural
Policy or Cultural Guild, play a significant rol e at the national level by advocating the i nteres ts of
cultural a nd creative professionals vis-à-vis law -making bodies . In addition, several CCI sub –
sectors maint ain their own sector associations at the federal level .
Institutions and agencies which are acting by order o f the federal government to support the CCI
include :
the federal government Initiative Cultural and Creative Industries , supported by the Federal
Ministry of Economics and Technology (BMWT) and the Federal Government Commi s-
sioner for Culture and the Media
the C ompeten ce Centre Cultural and Creative Industries .
Besides the aforementioned a gencies which are actively involved in impartation and funding of the
cultural and creative Industries , there are i nstitutions that are performing basic groundwork for the
creative industries . This means that there are a gencies which are engaged in finding out what c ul-
tural and creative industries shall be; one of tho se is the Task Force for Cultural Statistics ( Ar-
beitskreis Kultur statistik e.V. ).
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1.3.2. Activities at the federal level
Cultural and creative industries are a fledgling sector; hence, it is also necessary at the German
national level , to elaborate adequate bases regarding d efinition, functional principle and public
funding strategies .
The currently most important federal -level activities are the Initiative Cultural and Creative Indus-
tries of the federal government and the Competence Centre Cultural and Creative Industries .
The federal government Initiative Cultural and Creative Industries , supported by the BMWi
and the Federal Government Commissioner for Culture and the Media
The Competence Centre Cultural and Creative Industries (see paragraph below ) is an import ant
element of this i nitiative. The initiative’s w ebsite provides extensive i nformation relating to the de-
velopment of individual s ub-sectors and continuative consultancy . Other services offered include
hosting of r egional conferences where stakeholder s in creative Industries can get together , ex-
change views and articulate their interests . Moreover, c reative professionals are assisted by
means of trade fairs , prize awards , network meetings .
Competence Centre Cultural and Creative Industries
The Competence C entre is the responsible body for funding measures for the cultural and cre ative
industries at the federal level . One specific feature is that the Competence Centre does not only
work supra -regional ly but is also active at the r egional level. Regional offi ces (ROs) were esta b-
lished in each federal state as local points of contact for the cultural and creative industries . The
ROs offer o rientation a nd consulta tion meetings in order to clarify entrepreneurial ideas , point
roads through the system of public fi nancial assistance a nd, if need be, organise exchanges of
experience in network s. The ROs are tasked to closely cooperate with regional consultancy and
funding providers .
The Brandenburg regional office also supports Berlin . It is headquartered i n Berlin and offers reg u-
lar consultations in metropolitan cities i n the State of Brandenburg , e.g. in Cottbus.
1.3.3. Funding programs at the federal level
Public funding c onditions at the federal level , funding demands a nd funding gap are analysed in
the study on Economic Prospects for the Cultural and Creative Industries in Germany (BMWi
2009). The study found that different CCI s ub-sectors are targeted by s upport programs to different
extents . A distinction can be made between technology -oriented and non-technology -orien ted sec-
tors. A considerable funding gap was identified for non -technology -oriented sector s.
There are a large variety of s upport programs which, however, are not oriented to the specificities
of cultural and creative industries . The s tudy names the followi ng necessary actions in this respect :
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Targeting the h eterogen eity of the entire sector
Targeting of free -lancers and micro -business es
These deficits are addressed by the federal -government Initiative Cultural and Creative Industries .
In the meantime there are support offers available that were prepared for individual sub-market s
(e.g. film industry ) or that were developed with the ulterior motive that such may be sought by a
large number of stakeholder s, especially in the c reative industries (e.g. micro-credit fund ).
Kreditanstalt für Wieder aufbau (KfW) is the federal -level development bank . KfW grants loans to
enterprises across G ermany . Besides business c redit program s to which also businesses in the
creative industries are eligible, s pecial program s were launched to address start -ups. There is only
one KfW p rogram which addresses a CCI sector, namely the f ilm industry for which KfW provides
film financing .
In 2010 , the micro -credit fund was established on an i nitiative by the federal government for mi-
cro-business es and start-up companies . This fund closes a gap in financing aids because prev i-
ously there were no offers with a low amount of c apital which are often still refused by relationship
banks . The micro -credit fund is managed by GLS Bank.
1.4. Institution s, activities and funding programs at the federal state level
1.4.1. Institutions at the federal state level
The below a gencies are relevant in terms of s upport ing cultural and creative industries in the State
of Brandenburg :
Ministry for Science , Research and Culture (MWFK)
Ministry for Economics a nd Europ ean Affairs (MWE)
Ministry for Labour , Social Affairs , Health a nd Famil y Affair s (MASGF)
ZukunftsAgentur Brandenburg GmbH [FutureAgency Brandenburg GmbH (Ltd.]
State A gency fo r Structure and Labour (LASA) Brande nburg GmbH
Investitions – und Landesbank Brandenburg (ILB)
MediaBoard Berlin – Brandenburg
Specific details of the key i nstitutions are given below :
The MWE is the responsible ministry fo r all affairs relating to economy a nd economic policy . It is
the most significant i nstitution at the federal state level for cultural and creative industries working
in the private sector . The MWE takes care of business development in the federal state and is t
responsible for EU grant programs .
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The MWFK has three specialist departments : Sciences , research and culture which means that
one aspect relating to CCI is covered by the supreme administrative level . The ministry’s culture
department is not focusing on commercially -oriented priorities of culture but on topics such as
commemorative culture , (public ) arts and heritage management . The MWFK is also responsible for
support programs that are also relevant for artists relevant, e.g. scholarships, and the Local A u-
thority Cultural Investment Program (KKIP) under ERDF 2007 -2013.
The ZukunftsAgentur Brandenburg GmbH (ZAB) is the business development corporation of the
State of Brandenburg . It assists b usinesses with expert ise, contacts a nd information on the s upport
programs of the federal state , the n ational government and the E uropean Union. The ZAB also
provides cross -sector al start -up consultancy . A further priority of its work is assisting and develo p-
ment projects, inter alia through supporting network s.
The MediaBoard Berlin -Brandenburg is the first point of contact for all creative professionals in
the film and media industry in Berlin -Brandenburg. Key activities of the MediaBoard include loc a-
tion marketing and support for film funding . Besides its active involvement in those subject areas,
the MediaBoard also provides gener al information about other s ub-sectors , such as m usic, games
or publishing houses .
1.4.2. Activities for the promotion of cultural and creative industries
Also the State of Brandenburg prepared a report about the s ituation of the cultural and creative
industrie s to take stock of the s tatus quo in the sector . The report was published in 2009 and had
been commissioned by the MWE and the MWFK (MWE;MWFK 2009).
The State of Brandenburg also had a c ulture development concept prepared by the MWFK ( Land-
tag [State Parlia ment] Brandenburg 2009 ). This concept includes also a c hapter that deals with the
relationship between c ulture and economy . The r elevan ce of cultural and creative industries for the
economic location of Brandenburg is explained a nd the intention is declare d to use the arts a nd
culture to make a contribution to the labour a nd employment market . The Innopunkt Campa ign 14
is cited as an example in this context .
The INNOPUNKT Campa ign 14 – ‘Allian ces between culture and economy promote g rowth and
employment mar ket in the State of Brandenburg ’ was initiated in 2005 by the MASGF and sup-
ported by the LASA. Its duration was two years . The p roject was aimed creating and strengthening
interfaces between the arts , culture and the business community in order to exploit employment
market potential s. (LASA Brande nburg no date )
Support programs in the State of Brandenburg are managed and provided by the ILB. This relates
to federal state p rogram s and also to provision of EU support programs . Support pr ograms that
exclusivel y address c ultural and creative industries were identified in the f ilm sector . There is a
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program for interim financing of film produ ctions. The MWFK provide a rtist scho larships for the arts
market . Also the MediaBoard Berlin -Brandenburg offers funding of film projects .
2. Framework conditions of the city of Cottbus
2.1. Framework information and data for city of Cottbus
2.1.1. General information and geography
The urban municipality of Cottbus is situated in southern Brandenburg , half -way between Berlin
and Dresden. Cott bus has just over 100,000 inhabitants and is, besides Potsdam , the only major
city i n the State of Brandenburg . Cottbus is the only high -order centre in southern B randenburg
and thus has supra -regional significance for the economy a nd provision of s ervices of general i n-
terest for the surrounding region .
Cottbus is the c entre of the ‘energy region of Lusatia ’ and a strong location of the e nergy industry ,
notably lignite industry . Vattenfall Europe Mi ning AG , e.g., maintains its HQ in Cottbus.
The city is a major regional and supra -regional transportation hub in the south of the Berlin me-
tropol is region. Cottbus has both rail and road connections to the European Transport Corridor to
Wroclaw a nd Krakow. In terms of road transport, Cottbus is well connected to the surrounding r e-
gion and supra -regional ly through federal motorway A 15 and a well -developed and B and state
roads (B 97, B 168, B 169). Key access to air transport is provided by the general aviation airport
Berlin -Schönefeld to the south of Berlin. The new major airport BBI, currently under construction, is
well accessible from Cottbus by road while currently there is no direct train connection (cf. Munic i-
pality of Cottbus 2007: 14)
2.1.2. Demographic development
The population of Cottbus is decreasing a nd ge tting old er. The reasons are that the mortality rate
is higher than the birth rate a nd a high level of out -migration .
The n egativ e balance of the natural population development from 2005 to 2010 was -300 to -400
person s. A birth rate of 1. 1 children per w oman brings Cottbus clearly below the German average
of 1. 36. The increase in deaths is due to the fact that r elativ ely strong age group s advanced in
years are succeeding . (cf. Municipality of Cottbus 2007: 15) In 2001 , the average age of the city’s
popula tion was 41. 1 years ; in 2006 it was already 43.6 years .
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88%93%98%103%108%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010in %
JahrDevelopment of inhabitants 2000 -2010 (base year 2000 = 100%)
Deutschland
Brandenburg
Cottbus
Fig. 6: Population development in Germany , Brandenburg, Cottbus – reference year 2000 = 100%
(Source: Authors’ presentation acc. to statistical sources )
2.1.1. Spatial structure
The characterising feature of the urban structure of Cottbus is its marked l inear extension and the
division of the city by vast railway installations . The city topos has a strong North-South a nd a
somewhat lesser Ea st-West orientation . This cross -like s tructure is complemented by the poly-
central settlement system of incorporated districts with still recognisable village centres . River
Spree transcends the c ity like a green ribbon . Numerous p arks and open spaces are lining the
Spree meadows a nd mark large pa rts of the urban structure . (cf. Munic ipality of Cottbus 2007: 24)
Several city districts are severely affected by the above -mentioned p opulation decrease and i n-
creasing agi ng. This d evelopment entails demolition and adaptation measures . In addition, there
was an enormous rehabilitation backlog i n histori c urban quarters in the 1990s which required
quick action . Already in 1992 , the rehabilitation area ‘Model City of Cottbus ’ was represented in the
city centre with a project duration of 25 years . This i nstrument e nabled private and public property
owns to carry out r efurbishment work which led to the fact the r ehabilitation backlog has been
largely made up and Cottbus centre has gained quality as a dwelling and working location . (cf.
www.modell city-cottbus.d e 2011)
Comprehensive urban redevelopment measures have been carried out in the c ity since 2000 ,
mainly funded under the s upport program ‘Urban Redevelopment Ea st – for liveable cities a nd at-
tractive dwelling (cf. Municipality of Cottbus 2005: 4). Those co nversion m easures are adopting a
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strateg y of shrinkage, from the periphery to the centre, i.e. a c oncentration of the c ity to its c entral
area. What shall be prevented is a ‘thinning -out’ of the urban s tructure in order to pre -empt capa c-
ity underutilisatio n of infrastructure s and thus increased economic inefficiency .
2.2. Economic data on the overall economy and the CCI in Cottbus
Almost 4 % of the inhabitants of the State of Brandenburg are living i n Cottbus ( cf. Fig. 2). The
unemploy ment rate is slightly higher than that i n the State of Brandenburg . The percentage of
Cottbus -based creative industry businesses in that o f the State of Brandenburg (2010) is with 4.1
% as high as the total number of b usinesses (2010). These are good figur es at first glance .
A look at Fig. 3, however, which shows the c oefficient s of cultural and creative industries for Ger-
many , Brandenburg and Cottbus , reveals that the number of businesses at the German national
level takes a much higher percentage in the overall economy, with higher figures in terms of tur n-
over a nd numbers of e mployees paying compu lsory social security contributions .
Brandenburg
% of
Brandenburg
inhabitants (2010) 2.503.273 100.034 4,0
GDP in million EUR (2009) 54.218 3.070 5,7
no. of enterprises (2009) 100.257 4.066 4,1
no. of employees (2010) 750.998 46.603 6,2
no. of CCI enterprises (2010) 4.171 170 4,1
unemployment rate (2010) 11,1% 12,1%Cottbus
Fig. 2: Comparison of outline data Brandenburg and Cottbus ( Statistical Ye arbook Germany 2010;
Statistical Yearbook Brandenburg 2010; Data source: Results of macroeconomic accounting ,
employment s tatisti cs and Brandenburg Register of Companies ; Labour market data by
Federal Employment Agency )
It should be noted that figures in Fig. 3 relate to 2006. This is the only year for which data for
Cottbus are comparable to some extent to that at other spatial levels . Valid data protection regul a-
tions prevent a complete calculation of data for Cottbus ( see Chapter B.1.2 for more details ). What
can be stated, however, is that the State of Brandenburg and Cottbus have untapped p otentials for
economic extension of c reative industries .
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no.percentage of
total GDP in %in million €percentage of
total turnover
in %no.percentage
of total
number in %
Germany 219.376 7,1 126.378,0 2,6 718.667 2,7
Brandenburg 3.673 4,3 780,9 1,2 12.874 1,8
Cottbus 181 4,4 0,08 1,3 652 1,4turnover 2006 number of employees 2006 enterprises 2006basic
information on
CCI
Fig. 3: Reference CCI values for Germany , Brandenburg, Cott bus ( Authors’ presentation and
calculation s acc. to BMWi 2010, Data source: Brandenburg Register of Companies 2011)
The gross domestic product (GDP ) in Cottbus has increased (cf. Fig. 4). Fig. 5 shows, ho wever,
that the growth rate was lower than that at national and fe deral state levels . 2.694
2.745
2.715
2.831
3.019
2.969
2.957
3.004
3.069
3.070
05001.0001.5002.0002.5003.0003.500
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009GDP in million Euro
yearGDP Cottbus 2000 -2009
Fig. 4: GDP d evelopment in Cottbus 2000 -2009 ( Authors’ presentation acc. to data supplied by
Statistical Office Berlin -Brandenburg)
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100%105%110%115%120%125%130%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009in %
yearGDP development (percentage) 2000 -2009
(2000 = 100%) Germany
Brandenburg
Cottbus
Fig. 5: Percentage GDP d evelopment 2000 -2009 – Base year =2000 ( Authors’ calculation acc. to data
supplied by Statistical Office Berlin -Brandenburg, Statistical Yearbook Germany )
The number of companies i n Cottbus has been almost constant since 2006, as reflected in regi s-
ter-of-companies data . The number of enterprises a t the federal state level has risen; hence, the
percentage of Cottbus -based firms i n those i n the State of Brandenburg decreased (cf. Fig. 6).
Available data also shows that t he number of creative industry businesses in Cottbus decreased
from 2006 to 2010. The number is levelling off at a percentage in the total economy i n Cottbus be-
tween 4.2% and 4.4%. 4.100
4.111
4.148
4.0664,20
4,16
4,11 4,06
3,203,453,703,954,204,45
05001.0001.5002.0002.5003.0003.5004.0004.500
2006 2007 2008 2009
share in %number
yearnumber of enterprises in Cottbus
compared to Brandenburg (source: business register)
Cottbus
share Cottbus within
Brandenburg
Fig. 6: 2006:2009 compariso n of C ottbus -based companies (Authors’ presentation and calculation
acc. to Brandenburg Register of Companies 2009 -2011)
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4.100
4.111
4.148
4.066181
173
184
1744,41
4,214,44
4,28
4,004,50
05001.0001.5002.0002.5003.0003.5004.0004.500
2006 2007 2008 2009
share in %number
yearnumber of enterprises
total no. of enterprises in
Cottbus
CCI enterprises in
Cottbus
share of CCI enterprises
in overall economy of
Cottbus
Fig. 7: 2006:2009 comparison of Cottbus -based companies (Authors’ presentation and calculation
acc. to Branden burg Register of Companies 2009 -2011)
2006share of all
enterprises
in %2007share of all
enterprises
in %2008share of all
enterprises
in %2009share of all
enterprises
in %2010share of all
enterprises
%
Germany 219.376,0 7,1225.738,0 7,2232.770,0 7,3 236.837,0 7,4 7,96%
Brandenburg 3.673,0 3,8 3.989,0 4,0 4.380,0 4,3 3.848,0 3,8 4.171,0 13,56%
Cottbus 181,0 4,4 173,0 4,2 184,0 4,4 174,0 4,3 170,0 -6,08%number of enterprises
Fig. 8: 2006 -2010 comparison of Cottbus -based companies (Authors’ calculation and Presentation
acc. to BMWi 2010, Brandenburg Register of Companies 2006 -2010)
The d evelopment of the number of b usinesses per se does not say much about their actual e co-
nomic power or their e mployment market effects . A dramatic development can be stated for the
number of employees paying compulsory social security contributions in Cottbus for the period
2000 -2009 ( cf. Fig. 9 and Fig. 10). Their number decreased by almost 11% and thus dropped
much steeper than a t national or federal state level . 52.366
50.473
47.201
46.472
47.762
47.269
46.286
47.054
46.338
46.2116,46 6,48
6,216,346,686,76
6,47 6,47
6,30
6,24
5,906,006,106,206,306,406,506,606,706,806,90
43.00044.00045.00046.00047.00048.00049.00050.00051.00052.00053.000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
share in %no. in 100
yearemployees (social insured) in Cottbus (source: business register)
Cottbus
share of
Cottbus in
Brandenburg
Fig. 9: Development of employees paying compuls ory social security contributions in Cottbus and in
comparison with Brandenburg 2000 -2010 (Data source: Statistical Office Berlin -Brandenburg
and Municipality of Cottbus ; Federal Employment Agency 2011)
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80%85%90%95%100%105%110%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010in %
yeardevelopment of no. of employees (social insured) 2000 -2010 (base year 2000 = 100%)
Germany
Brandenburg
Cottbus
Fig. 10: 2000 -2010 comparis on of annual percentage development of employees paying compulsory
social security contributions – Base year =2000 (Data source: Statistical Office Berlin –
Brandenburg and Municipality of Cottbus ; Federal Employment Agency 2011)
Yet, the unemployment rate in Cottbus decreased (cf. Fig. 11). The explanation is that the reduc-
tion in employment entailed a decrease of the economically active population living in Cottbus . 9,6
9,4
9,8
10,5
10,5
11,7
10,8
9
7,8
8,1
7,717
17,4
17,5
18,8
18,7
18,2
17
14,7
12,9
12,3
11,117,2
17,6
18,5
19
17,3
17,5
14,3
13,8
12,6
12,1
051015202530
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010unemployment rate in %
yearunemployment rate
Germany
Brandenburg
Cottbus
Fig. 11: Unemployment rate Germany , Brand enburg, Cottbus 2000 -2010 ( Federal Employment
Agency 2011; Statistical Yearbook Brandenburg 2000 -2010)
2.3. Administrative and institutional situation and local -level support
structures for CCI
2.3.1. Responsible government authorities and agencies and marketing
strat egies of the city of Cottbus for the culture and creative Industries
The Municipality does not maintain a specifically set up service provider body for the promotion of
cultural and creative industries . To date, the administration has not taken any steps t o launch rel e-
vant i nitiative s.
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At the Municipality level, especially the department ‘Youth, Culture, Social Affairs ’ is responsible for
the c ultural affairs of the city . Cottbus does not have an office of economic affairs . Tasks, such as
business developm ent, new business location services a nd close communications with existing
enterprises, were outsourced to a municipal subsidiary compan y, Entwicklung sgesellschaft
Cottbus mbH (EGC ) which is also responsible for m arketing the city of Cottbus .
Besides EGC , there is also Cottbus Marketing und Touristik (CMT) GmbH , another municipal su b-
sidiary company which actively advertises th e city of Cottbus , however, mainly in the field of t our-
ism. CMT also manages various event locations i n the city and thus qualifies a lso partially for the
field of cultural and creative industries.
The Stadt marketingverein Cottbus (City Marketing Association) pursues a holistic c ity marketi ng
approach that is aimed at sustainable development of the city at all levels – economy , culture and
tourism. The association supports relevant b usinesses and conceives of itself as a service pr ovider
whose activities are targeted at combining manifold a ctivities or opinions in order to present
Cottbus as liveable and lovable, both internally and exte rnally .
Four key priorities for marketing activities were defined within the l ocation marketing concept of the
city of Cottbus ; one priority is m arketing of culture in Cottbus. This priority, however, mainly a d-
dresses c ultural assets like the Fürst -Pückler-Park or the Staatstheater an d to a lesser extent CCI
entities .
2.3.2. Support structures in the city of Cottbus
Counselling regarding s upport programs and further public assistance services in Cottbus is the
responsibility of the Chamber of i ndustry and Commerc e (if CCI b usinesses are members ) and the
EGC. Cottbus -based CCI b usinesses are also eligible for relevant services at national and federal
state levels . ILB representatives and the r egional office of the Competence Centre Cultural and
Creative Industries provide consultation i n Cottbus at regular intervals .
Funding programs for the cultural and creative industries are not provided by the Municipality . The
Municipality, however, gives comprehensive support to public and intermediate cultural entities
which have strong ties to the c ultural and creative industries (see Chap. C).
Moreover, Cottbus boasts c onsultancy and coaching agencies which specifically take care of start –
ups, including e.g. ‘Zukunft Lausitz ’ [Future Lusatia ] and the C entrum f or Start -up Pr omotion a nd
Research ‘BIEM a t the BTU’. Start -up companies in the cultural and creative industries can be el i-
gible for such services provided that they meet certain preconditions .
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B. Cultural and creative industries in Cottbus
1. Set-up, presentation of origin of data and data quality
1.1. Set-up, origin of data and data quality
The below c hapter s provide a more detailed description of the c ultural and creative industries in
Cottbus , including the various s ub-sectors . First, statistical evaluations and data acquired by the
authors’ of the study are presented . Important c oaching offers a nd network s in Cottbus are not
restricted to one sector but are rather cross -sector ; hence, relevant agencies are presented i n the
following c hapter (Chap. B.3). Next are c hapter s on coaching offers (Chap. B.4) and on network s
in the cultural and creative industries (Chap. B.5). These c hapter s do not yet e valuat e the s ituation
but are purely d escriptiv e. An evaluation is given as part of the SWOT analysis in Chapter E.
The data presente d in the following charts are results of calculation s by the authors based on data
provided by the State Statistical Office (StaLa) surveyed by the authors . The StaLa supplied info r-
mation taken from the r egister of companies , such numbers of b usinesses , employees paying
compulsory social security contributions and turnover figures . Data could only be obtained for the
years 2006 -2010 and are available for level 4 of WZ [economic activities] respectively NACE
codes. As a result of the a uthors’ calculation s, the data was assigned to the sub -markets defined
under the UCP concept .
Data obtained from the r egister of companies cover b usinesses that are liable to value -added tax
(typically b usinesses with annual sales over 17, 500 €) and/or have at least one employe e who is
subject to social insurance contributions . Free-lancers , self-employed persons and businesses to
which the above criteria do not apply are not entered into the r egister of companies . The number of
employees paying compulsory social security contri butions and sales figures that are included in
the register of companies relate to the number of registered b usinesses . Companies without regis-
tered offices i n Cottbus ( i.e. are either a branch or regional office ) are not i ncluded in the d ata.
The basic p roblem of the data and its presentation , however, is that a lot of information relating to
level 4 of WZ groups for Cottbus has to be treated confidentially for data protection reasons .
Hence, the information per WZ group and calculated total figures per s ub-market shown in the b e-
low c harts should be treated with utmost prudence . Figures are shown in grey in cases where only
incomplete and thus inaccurate total figures can be given . Absence of or incomprehensibility of
data for a c hart line is marked by a h yphen (‘-’). Dotted out spots indicate confidentiality of date for
data protection reasons . Unfortunately, the above -mentioned inaccurate a nd incomplete p resent a-
tion of information relates to almost all data f or the cultural and creative industries in.
Data surveyed by the authors was collected during an asset survey in the city of Cottbus during
which l ocation s of CCI b usinesses were recorded . The data is complemented by findings of su b-
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sequent r esearch in Yellow Pages a nd Websites. Thus, data marked as hav ing been surveyed by
the authors can be deemed to be extremely complete . The asset survey exercise, however, could
only record the number of businesses and self-employed persons in the CCI sphere .
2. Portrait of the cultural and creative industries in Cottbus
Key coefficient s for the overall s ituation of cultural and creative industries were already presented
in Chapter A.2. This present c hapter details results of the authors’ survey and presents key coeff i-
cients of individual s ub-market s. Fig. 12 shows sub-market s and their coefficient s over time based
on data by the Brandenburg Register of Companies . Dotted out fields in the c hart indicate various
gaps in the p resentation auf. Only the n umber of businesses for 2006 -2010 could be reli ably used .
enterprises at WZ4
level2006 2007 2008 2009 2010 BTU
survey
no. of
enterpriemploye
esturnover
in no. of
enterpremploye
esturnover
in no. of
enterpremploye
esturnover
in no. of
enterprno. of
enterprno. of
enterpr
Performing Art 8• 292 9• 291 11• 295 9 10 13
Art market 30 15 1.983 25 12 1.662 24 14 1.546 25 24 43
Film 7• 102 5• 120 6• 100 5 6 11
Broadcasting 3 21 0 3• • 3• • 3 2 6
Music 2• • 2• • 1• • 2 1 32
Book 2• • 2• • 1• • 1 0 13
Press 9 307 46.837 8 54• 8 53• 8 7 12
Design 3 16 0 4 16• 5 15• 4 5 50
Architectural 49 62 7.284 43 55 6.581 42 57 6.507 42 41 53
Advertising 41 156 14.404 42 129 13.630 40 52 5.518 40 38 40
Games/Software 23 75 6.916 26 94 8.545 30 117 8.550 25 29 21
Other activities 4• 490 4• 652 7• 1.090 10 7 17
SUMME 181 652 78.308 173 360 31.481 178 308 23.606 174 170 311
Fig. 12: Sub-market coefficient s in Cottbus ( Authors’ calculation , Data source: Brandenburg Register
of Companies ; Authors’ survey )
05101520253035404550
2006 2007 2008 2009 2010no. of enterprises
yeardevelopment of the number of enterprises within branches 2006 -2010
(source: business register)
Performing Art
Art market
Film
Broadcasting
Music
Book
Press
Design
Architectural
Advertising
Games/Software
Other activities
Fig. 13: Development of number of businesses to sub-market s in Cottbus ( Authors’ calculation , Data
source: Brandenburg Register of Companies )
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no. of CCI enterprises 2011
Branden-
burgCottbus share of
Cottbus in
Branden-
burg in %Cottbus –
BTU survey
Performing Art 359 10 2,8% 13
Art market 1.030 24 2,3% 43
Film 190 6 3,2% 11
Broadcasting 18 2 11,1% 6
Music 19 1 5,3% 32
Book 25 0 0,0% 13
Press 122 7 5,7% 12
Design 119 5 4,2% 50
Architectural 776 41 5,3% 53
Advertising 882 38 4,3% 40
Games/Software 530 29 5,5% 21
Other activities 101 7 6,9% 17
Total 4.171 170 3112010
Fig. 14: Number of businesses Brandenburg and Cottbus 2010 in comparison (Authors’ calculation ,
Data source: Brandenburg Register of Companies ) 13
43
11
6
32
13
12
50
53
40
21
8
9
0102030405060No.No. of companies in Cottbus per branch
(own survey)
Fig. 7: Number of businesses in sub -markets of cultural and creative industries in Cottbus (Authors’
survey )
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Fig. 7 shows the results of the authors’ survey portions of which severely deviate from State Stati s-
tical Office data. The reason is that the authors’ survey also recorded free -lance and self-employed
creative professionals who do not pay value -added tax a nd/or do not have emplo yees subject to
social insurance contributions . The above figure shows t hat espec ially the art market , design i n-
dustry, architecture market and the advertising industry are well positioned in terms of figures .
3. Key institutions in cultural and creative industries for coaching and
network s in the State of Brandenburg
A clear distinction whether i nstitutions take special care of f unding programs , coaching offers or
representation of i nteres ts or act as networks is not always possible . There are several a gencies
which perform several of the above functions . In addition, some a gencies provid e services for se v-
eral s ector s. Some a gencies , such as MediaBoard Berlin -Brandenburg , were already presented in
Chapter A. Other key institutions for the whole c ultural and creative industries include :
Sector Transfer Unit ICT and Media (BIKuM),
Media.net berlinbrandenburg
The Sector Transfer Unit ICT and Medi a provides c onsultancy and network ing services for b usi-
nesses in the IC T and media sector . Its activities include placement of graduand s or graduates ,
enhancing competitiveness of businesses through ac celerated i nnovation s or easy access to r e-
search funding . There are also offers for scien tific institutions .
media.net berlinbrandenburg is a cross -sector al alliance fo r businesses in the media indu stry in
the capital region . This entity cooperates w ith institutions , associations and opinion leaders from
economy , research and culture in shaping e conomic framework conditions for the r egion. It re-
sponds to current needs of its members and offers up -to-date events and practice -oriented ad-
vanced training course s.
4. Coaching services for the cultural and creative industries
Coaching services can be distinguished into offers aimed at stre ngthening general entrepreneurial
capabilities regarding business and management k now-how (e.g. comprehensive support and co n-
sultancy of businesses in certain d evelopment phases ), offers addressed to individual aspects of
entrepreneurial actions (e.g. promotion of PR knowledge or impartation of book -keeping know l-
edge ) and offers designed to improve c reativ e-artist ic, techni cal a nd practical capabilities .
This present study focuses mainly on offers that pursue the two first -mentioned objectives . Another
essential distinguishing feature is whether such offers are ad dressed to s tart-ups, junior entrepr e-
neurs or established b usinesses . The following chapter s will present offers for business and ma n-
agement c oaching .
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Further relevant points of contact are the respective professional association and interest group s in
the s ub-sectors which can either arrange or offer training measures themse lves. This study does
not mention all such points of contact but major services provided by them are presented i n sub-
chapter s of the p ortraits of sub-sectors .
a. General coaching offers
General coaching offers are provided, e.g. by IHK Education Centre Cottb us in the form of co urses
on topics such as law and taxes , HR management , retail and sale and also special seminars. Their
orientation to latest developments in economy , science and techn ology is a specific q uality ap-
proach .
b. Coaching for start -ups and youn g businesses
Support services for s tart-ups have increased in recent y ears. This study cannot give a complete
overview of the whole range of such services . This c hapter details especially such offers that are
focusing businesses in the cultural and creativ e industries or that are made by certain i nstitutions
directly to Cottbus -based businesses or people planning a start -up. The Appendix contains a l ist of
further r elevant offers . The f ollowing chart contains offers to start-ups for which mainly stake-
holder s in cultural and creative industries are eligible .
Name of instit ution Support offer Spatial level Website
Media.net:catapult 1-year m entor program
for s tart-ups and
young businesses Berlin – Brande nburg http://www.medianet –
bb.de/DE/medianetcata
pult/
GründerInnen -Center des
Instituts Berufs forschung u nd
Unternehmensp lanung e.V.
(IBF) und der Hochschule für
Film und Fernsehen (HFF) http://www.ibf –
institut.de/
IbM (Innovati onen brauchen
Mut) (Joint project of IBF –
Institut and ZAB Z u-
kunftsAgentur Brande nburg) Coaching offer tailored
to specific needs of
applicants Brande nburg http://www.innovationen
-brauch en-mut.de/
MEDIA EXIST – Das Existe n-
zgründungszentum für Med i-
enschaffe nde Various p rogram s for
start-up compan ies Berlin – Brande nburg http://www.medi aexist.c
om/mediaexist.php
Tab. 1: Overview of relevant start -up coaching program s (Source: Authors’ compilation )
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The two below a gencies specifically address Cottbus -based bus inesses :
The Zukunft Lausitz and the Zentrum für Gründungs förderung und -forschung ‘BIEM an der BTU ’
specifically address s tart-ups in Cottbus and provide c onsultancy and education services directly
on site . In addition, the IHK is hosting a start -up coaching program.
c. Offers for the cultural and creative industri es
Coaching measures are offered i n the State of Brandenburg by Master School Drehb uch GmbH ,
Medieninnovationszentrum Babelsberg (MIZ) and Kultur gewinn: Beratung für Kunst & Kultur.
Specific offers i n Cottbus that are addressed to the c ultural and creative industries are provided by
KUNST.FABRIK. Interested parties receive from KUNST.FABRIK in Cottbus information about how
to maintain a nd improve their e ntrepreneurial potential s. Key topics include tapping of new p rod-
ucts, sales routes , markets a nd forms of cooperation. Moreover, KUNST.FABRIK supports the
preparation and implementation of start -up schemes in the c reative industries .
5. Networks in the cultural and creative industries
5.1. Cross -sectoral network s
Cross-sectoral network s also include such agencies as the Unternehmerverband Branden burg e.V .
Also respective s ector combinations , e.g. Bund Deutscher Architekten, are important p oints of co n-
tacts for stakeholder s in the relevant s ub-markets of cultural and creative industries . Below mainly
such agencies are detailed which aspire creation of cross -sector al network s in cultural and creative
industries or are themselves n etwork and have eminent significance fo r Cottbus -based businesses .
Such entities include, e.g., Media.connect and Marketingclub Lausitz. Media. connect is a platform
for c ross-sectoral networking of stakeholder s in the m edia industry . Establishment of an area –
covering m edia and ICT network in the State of Brandenburg is the target of Media.connect. Mar-
ketingclub Lausitz constitutes an intersection in Bund esdeutsche s Marketing -Netzwerk. It adv o-
cates safeguarding of i nteres ts resulting from m arketing functions of companies . The m embers of
Marketingclub Lausitz are inter-disciplinary a nd hail from i ndustry and trade, are b anks or adverti s-
ing agencies .
5.2. Networks in sub-market s
a. Art market
Activities at federal state level are hallmarks of GEDOK BRANDENBURG – Gemeinschaft der
Künstler innen und Kunstförderer e.V. and Brandenburgische r Verband Bildender Künstler e.V.
(BVBK) as network s for Cottbus -based a rtists.
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In the Lusatia r egion , the a rtist networks Pro Ars Lausitz e.V. and Kreis 07 have formed, whose
members meet at regular intervals and, e.g., host joint exhibitions .
b. Film industry
Berlin Brandenburg FilmCommission (BBFC) represents the interests of fil m workers i n the State of
Brandenburg .
Connecting Cottbus , an East-West coproduct ion market for producer, author and director t eams is
active in Cottbus and seeks and places p artner s for the realisation of new feature film projects .
c. Music industry
Branden burgischer Rockmusiker verband e.V. (BRV) is a non -profit association a nd a platform to
represent rock musicians’ i nteres ts vis-à-vis political federal state bodies and other i nstitutions .
d. Book market
Brandenburgische s Literatur büro o rganis es and support re adings a nd series of readings a s well as
literature exhibitions together with a uthors and actors and prepares f orums on l iteratur e and soci-
ety.
e. Press market
Journalisten verband Berlin -Brandenburg is the representation of interests of full -time j ourna lists
vis-à-vis employers a nd publishing houses .
f. Design industry
Verband Deutscher Industr ie Designer (VDID ) e.V. – Regional group Berlin, Brandenburg,
Mecklenburg -Vorpommern, Sachsen, Sachsen -Anhalt, Thüringen represents the work of its
members in politics and society a nd thus s upports their p rofession al activiti es.
Verband Deutscher Mode – und Textildesigner VDMD() e.V. – Regional group Berlin, Brandenburg,
Mecklenburg -Vorpommern, Sachsen, Sachsen -Anhalt, Thüringen is the strongest trade repres en-
tation fo r fashion and textile designer s in Germany .
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6. Map representation of sub-market s and further places with relevance
for the CCI
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6.1. Map of the entire c ultural and creative industries
The f ollowing maps show a complete o verview of locations of creativ e industry business es as well
as public and intermediate stakeholder s. The second map displays also f requencies of locations of
creative industry businesses per city district . The frequenc ies are depicted by colour scaling . Also
locations of so-called Third Places are displayed . Third Places are semi -public spaces, such as
cafés, restaurants, bars and clubs, which permit intertwining of leisure -time and the world of e m-
ployment, places where stakeholder s meet by opportunity or planed and can exchange views .
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C. Presentation of public and intermediate cultural sector s
1. Public sphere
Cottbus boasts a strong public cultural sector . The Culture Department of ‘Business Unit III –
Youth , Culture, Social Affairs ’ is also responsible for p ublic institution . Besides s upport ing public
institution, financial aid is also granted to the i ntermediate and private cultural sphere .
The largest a nd most important p ublic cultural institution i n Cottbus is the foundation Brandenbu r-
gische Kulturstiftung Cottbus . The Staatstheater Cottbus and the Brandenburgischen
Kunstsammlungen Cottbus were merged under its umbrella in July 2004 . The art collections Bran-
denbur gische Kunstsammlungen moved to a new l ocation , a disused diesel power station, and
changed their n ame to Kunstmu seum Dies elkraftwerk.
institutioninvestments
in EURfederal
funding in
EURstate
funding in
EURfunding by City
of Cottbus in
EURaddtional
expen-
dituresfurther
fundingsno. of
employees
theatre, opera house
Staatstheater (State theatre) 361
Piccolo-Theater (childrens' theatre) 180.000 52.000 468.000 45.500 15
Brandenburgische Kulturstiftung
(cultural foundation of the state of
Brandenburg) 5.300 4.118.000 4.670.000 10
library
city and regional library 1.651.000 13
museums
Städtische Sammlung (city collection) 1.027.600 155.900
public music schools
Konservatorium 320.000 900.000 136.200 2.150.500 49
Glad-House (youth club and event
location) 75.000 458.900 15
subsidies
private theatres 69.000
Festival of East European Cinema 1.724.000
cultural associations 17.400
Fig. 15: Budget spending on public and intermediate institutions and staff figures 2011 ( Authors’
presentation acc. to Budget Report Cottbus and authors’ research )
The Staatstheater operates several stages, including ‘Großes Haus ’, Kammerbühne, Theate r-
scheune and Kammermusiksaal. The theatre is not only a place for the performing arts but also
has o pera, drama a nd ballet ensembles and an o rchest ra.
Another significant public institution with a strong relation to c reative industries is the K onservat o-
rium Cottbus , the music school of the city .
Gladhouse is a further important institution, a municipal undertaking of Cottbus which provides a
variety of c ultural offers for youths a nd young adults, such as a dvanced training cou rses in the field
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of m edia design and l iteratur e. The Gladhouse also promotes concerts a t regular intervals and
operates a n art-house cinema – Oben -Kino.
Fig. 15 shows the city’s budget spending and related s taff figures . The char t illustrates that Cottbus
Municipality does not only fund p ublic institutions but also i ntermediate and private activities in the
fields of c ulture and creative industries , mainly p rivate and intermediate theatre stages , Filmfestival
Cottbus (F estival of Eastern European Films) and various c ultural associations .
2. Intermediate sphere
A total of 38 institutions were i dentifi ed that can be classified as i ntermediate and have a strong
relation to c ultural and creative industries . Fig. 16 shows that 10 of those institutions are also loc a-
tions for cultural event s. 26 intermediate entities are associations a nd interes t groups . However,
several associations also are cultural ly active , e.g. by performing on stage in Cottbus as free ind e-
pende nt theatre ensembles. 11
27
1
2
2
1
051015202530numberintermediate and public institutions (with a
strong relationship to CCI)
Fig. 16: Number of i ntermediate and public institutions according to types (Authors’ survey )
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14
6
4
9
3
8
0246810121416
Performing
ArtArt Market Film Music Book mixednumberintermediate and public institutions (with a
strong relationship to CCI)
Fig. 17: Relation of p ublic and intermediate institutions to CCI sub-markets (Authors’ sur vey)
The strongest relation of i ntermediate institutions is to p erforming arts (cf. Fig. 17), followed by the
music market and mixed offers . The latter is due to the fact that several i ntermediate instit utions do
not focus on but one c ultural field but are active in various cultural activities .
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D. Presentation of polls, expert interviews, workshop s and
selected findings
Key s ources of the contents of the SWOT analysis are the polls , expert interview s and two work-
shop s that were hoste d with local stakeholder s. This section of the report presents the related
working steps .
1. Implementation and procedure
1.1. Polls and expert interviews in the cultural and creative industries in
Cottbus
The polls and expert interview s were conducted from April 2011 to July 2011. The polls were made
with a q uestionnaire with both closed and open questions . Closed questions can be evaluated
quantitativ ely, i.e. answers are presented numerically . Open questions are evaluated qualitative ly
and provide background i nformation as well as an image of opinions and attitudes within the c ul-
tural and creative industries . The questions were structured into various sets of topics that were
derived from the themati c structure of the SWOT analysis (see next c hapter ) and include d:
Locations and spatial environment
Networks and ties to a dministrati ve and other i nstitutions
Economic development of one’s own b usiness and the respective CCI s ub-market
Awareness a nd assessment of coaching offers a nd support pr ograms
Assessment of vari ous factors in the whole c ity of Cottbus
Suggestions for improvements of the s ituation were also queried .
The e xpert interview s were also conducted i n an ‘open’ manner – the above statements for op en
questions applied there as well . A guideline containing the key topics to be queried was used in the
expert interview s we conducted . Certain elements of the questionnaire were also used in expert
interviews in order to obtain a higher response rate for questions that were quantitatively eval u-
ated. Hence, people may have been queried twice, during polls and expert interview s.
61 people participated in the questionnaire -supported polls. The return rate was almost 20% which
is quite high i n comparison with similar s tudies. The participating persons covered a ll sub-market s
of cultural and creative industries ab. In addition, 20 expert interview s were conducted .
Respondents were selected randomly . During the asset survey, all personally met b usinesses and
self-employed persons were asked whether they wanted to take pa rt in the p olls. The polling teams
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tried to contact s takeholder s who were not met personally on the phone . Stakeholder s who did not
show any i nteres t were not queried .
Expert s to be invited to conduct interviews were s elected according to the criteria of their good
overview of the sector or they were recom mended to the study team by the city as points of co n-
tact.
Number of respondents Sector
3 Performing arts m arket
8 Art market
1 Film industry
3 Radio industry
3 Music industry
2 Book market
3 Press market
14 Design industry
7 Architecture market
9 Advertising market
5 Games / software industry
1 Other / new activities
2 Event s market
Of that :
4 Public institutions
1 Intermediate institutions
1.2. Workshops
We organised and hosted two i ndividual workshop s to which CCI b usinesses and artists based i n
Cottbus were invited . The w orkshop participants discussed p otential s of and challenge s for busi-
nesses but also for the c ity as location of the b usinesses . Potential ideas for future actions were
elaborated which may serve as basis for preparation a nd implementation of future m easures .
Each workshop was attended by about 25 representatives of creative industries , artists from var i-
ous fields , representatives of Cottbus Municipality , business developm ent and cultural institutions
as well as Technische Universität Cottbus.
The centre piece of the workshop s wa s hosting a so-called World Café where a variety of q ues-
tions were discussed in small g roups . Each table manned by a group was chaired by a table m od-
erator. The f ollowing questions were discussed :
• What do think is good about Cottbus a s a (business ) location ? What is not ?
Why do you not move to another c ity?
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• What do you require to further develop your business (or artistic activities )?
• What should be changed in this respect i n Cottbus?
Which kind of s upport for your plans do you expect from Cottbus Municipality ?
• Assuming Cottbus Municipality intends to develop a Cultur al and Creativ ity Centre. Where
should such a centre be established (e.g. urban distr ict? / disused i ndustr ial building ? / at a
central ised location ?)?
(This questions was only asked during the first workshop )
Essential statements made during the d iscussion s were taken down on the ‘table cloths ’ (see pi c-
tures in Appendix ). The discussion s essions were changed only once during both workshops . After
completion of the last discussion session, the table m oderator s compiled key statements i n sum-
mary on file cards .
The posters a nd file cards were subsequently displayed a nd could be viewed by all participants .
Every participant had the opportunity to mark statements he/she deemed to be important and
which should be taken account or implemented in the future with a green dot . Statements which
remained u nclear and required further explanation were ma rked with a red dot.
The workshop attendants emphasised that i nvest ments into promotion of c ompeten ces were more
reasonable than an i nvest ment into a building . They said that it was also more important to gene r-
ally improve s patial conditions (irrespective of the establishment of a new creativity centre ) and
enhance the c onsu ltancy situation in Cottbus.
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E. SWOT analysis
1. Set-up and structure of the SWOT analysis
The SWOT analysis is an e valuation of various a spects which are relevant for the d evelopment of
cultu ral and creative industries . These aspects are classified into four evaluation categories for the
purposes of the SWOT analysis : Strength , Weakness , Opportunity and Threat . The cat egories
‘strength’ and ‘weakness’ address intern al factors of an object unde r review while ‘opportunity’ and
‘threat’ relate to extern al influencing variables ab. This distinction, however, cannot be made for
every analytical case . The defin ed subject to be analysed in our study was the sector of cultural
and creative industries in Cottbus, their a ssociated institutions (public and intermediate cultural
institutions , education and supporting/funding institutions related to c reative industries ) and the
related public financial assistance policy. Extern al influencing variables occur at higher -ranking
spatial levels due to political and legal requirements , result from socioeconomi c develo pments and
an overall econom ic view .
The f ollowing general questions may be asked for e valuation purposes :
– Strengths : What are the strengths of the s ector and the support extended to the sector ?
– Weaknesses : What are the weaknesses of the sector and the support extended to the sector ?
– Opportunities : Which opportunities influence the development of the sector and the support
extended to the sector ?
– Threa ts: Which threats influence the development of the sector and the support extended to
the sector ?
Main topics were defined in order to obtain a clearly laid out o verview of the evaluation . The main
topics contained more specific d etailed questions for cer tain a spects . The main topics are:
Tradition, economic development , administration /support programs , locations , urban situation,
network s, coaching /mentoring , marketing/promotion
A SWOT analysis is once carried out from a c ross-sectoral and city-wide p erspective a nd then for
each individual sector . A SWOT analysis from a cross -sectoral and city -wide perspective became
necessary because many analytical elements are valid for a ll sub-sectors of the cultural and cre a-
tive industries . The f indings of this e valua tion step were d irectly integrated into the summarising
SWOT analysis in Chapter 2.12. Opportunities and threats typically apply also to several s ub-
market s and, hence, were also laid out in a separate sub -section (Chap. 2.11) . In exceptional
cases opportu nities and threats were listed for a specific s ub-market only if such opportunities and
threats are only relevant for such a s ub-market .
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2. SWOT evaluations
2.1. Performing arts
2.1.1. Strengths
The c ity has a strong theatre sector which is mainly characterised by the Staatstheater and
various i ntermediate , partially public ly funded t heatres. It can be assumed that these instit u-
tions also have respective e ffects on the p rivate sector of performing arts . In addition, those
public and intermediate institutions have strong d emands for other offers by c reative indus-
tries.
The theatre sector can look back on a certain t radition in Cottbus. The S taatstheater , e.g.,
was founded in 1908.
The Municipality’s c ulture department is available as a point of contact for this sub-market .
We were unable to fully identify the extent to which this department also looks after s take-
holder s that are not yet supported .
The Kunstfabrik is an institution which specifically advocates affairs of c reativ e professionals .
The t heatre stages are located near the city centre and are well accessible .
There are various stages where theatre workers can rehearse plays o r hone their acting skills .
The various divisions of performing arts are strongly represented through numerous associ a-
tions a nd have close ties to public theatres .
The t heatre for children and young audiences provides a good entrance into the p erforming
arts for children .
The t heatres maintain advertising campaigns .
2.1.2. Weaknesses
A lack of adequately skilled personnel was not reported (actors , directors ).
The impact of the Kunstfabrik is restricted to a small group of addressees; opportunities to
influence other institutions are rather low .
There is no special t heatre school .
There is no exchange or n etworking between private , intermediate and public theatre instit u-
tions .
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2.2. Art market
2.2.1. Strengths
The number of visual artists suggests that this sub-market is strongly positioned .
Visual artists dominate this s ub-market in Cottbus ; hence, considerably fluctuating e conomic
situation s can be assumed . More profound s tatements cannot be made on the basis of the
available d ata material.
The Dieselkraftwerk is a s upra-regional ly known exhibition location for the visual arts .
There are various f ormal and inform al artist groups that are also open to external peop le.
The Municipality is funding the visual arts, however, above all p ublic Institutions , such as the
Dieselkraftwerk.
There are several ties between the a rtists and the Municipality, e.g. a rtists are frequently o f-
fered to exhibit their works in municipal s paces .
The Kunstfabrik provides s pecific c oaching measures for the visual arts .
Artists are supported by making e xhibition area i n public buildings available to them (e.g. in
the town hall) .
2.2.2. Weaknesses
The a rt market – despite the high number of artists – is not a general ly recognised sector in
the city . What is also lacking is – except for a few c entral institutions a nd stakeholder s – an
equally strong supportive environment .
The value -added chains are rather weakly developed . Artists requisition various services i n
the city . Many working materials are also bought outside of the city to save c osts.
The more important v alue-added chain exists between artists and galleries which directly sell
art. Existing galleries have built a certain stock of a rtists . The galleries do not seem to be fr e-
quent by high customer demands but are rather operated on an honorary basis (e.g. Galerie
Haus 23). These are only prudent assessments; there are no quantitative data to underpin
these s tatements .
The e conomic situation of the majority of a rtists is eval uated to be rather poor . Also the g aller-
ies do not have sufficient incomes to become better known or recruit staffs to maintain regular
opening hours .
The Culture Department is exclusively taking care of p ublic institutions . Activities of private
artists and agencies are neglected .
The impact of the Kunstfabrik is only geared to a small group of a ddressees ; oppo rtunities to
influence other institutions are rather low .
There is not a single privat ely active gallery owner .
Existi ng (intermediate ) gallerie s are not known s upra-regional ly to attract visitors a nd potential
buyers from outside of Cottbus .
Despite a large number of existing n etwork s, requests for further networking were made in
this s ub-market . This relates mainly to possible exchanges beyond the local a rtist circles .
This means also that there no n etwork s that connect b usinesses and administrati ve staffs
with the a rtists .
Adapted funding i nstrument s are requested that support v isual artists in Cottbus and notably
promo te the up -and-coming generation .
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2.2.3. Neutral issues
The only e xchange between visual a rtists and the local u niversit y is given by the fact that se v-
eral artists work at the university as p rofessor s or academic staffs . Further connections were
not identified .
2.3. Film industry
2.3.1. Strengths
During the G DR era, Cottbus was a l ocation for test shows of cinema f ilms that were p roduce
elsewhere . The e vent location was the cinema ‘Weltspiegel ’ that was recently re -opened .
Gladhouse and Bühne 8 are also active ly support ing film workers by providing relevant ed u-
cation offers or networking offers .
The Filmfestival Cottbus and Lausitz.TV form a key infrastructure (or part of the value -added
chain ) as they either requisition services from the f ilm industry or provide a p rominent platform
for film workers .
The IKMZ of BTU Cottbus is also active in the f ilm sector – but a special connection to local
businesses could not be identified .
The Filmfestival is of course also a major m arketing platform for local film work ers.
The Stadt mark eting , in consultation with other s takeholder s, is also active in order to market
Cottbus e.g. as scenery and movie location – it waits to be seen if and how those efforts will
have a positive effect on other f ilm workers in Cottbus.
2.3.2. Weaknesses
There are various s takeholder s in the film industry . In terms of its number of businesses , this
sector is not well positioned .
2.3.3. Neutral issues
The e conomic situation of the sector is fair to middling . On the one hand, there are young , up-
and-coming stakeholder s who want to gain a foothold in the f ilm market and do not (yet) oper-
ate economic ally efficiently . One the other hand, there are es tablished r epresentatives with
safe incomes . All in all, there appear to be some (as yet) untapped p otential s.
There are no speci fic policies recognisable, although the q uestion arises whether such would
be necessary . The Filmfestival is unconditionally supported, also by local politics.
Networks are especially important when it comes to producing f ilm. The Cottbus -based s take-
holder s in this s ub-market know each other . In view of the small number of privat ely active
stakeholder s, however, f ormal network structures would not be reasonable in this sub -market .
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2.4. Radio industry
2.4.1. Strengths
Cottbus ha s a local TV station and several r adio stations have their main or secondary bus i-
ness seats i n the city . It can be stated notably in this field that Cottbus , in comparison with
other medium -sized cities , has an eminent significance as a r adio location in the State of
Brandenburg .
Lausitz.TV and the radio station s are potenti al buyers of r adio and film pieces, although there
is a lot of i n-house produ ction . Identification of important v alue-added chains and their q uanti-
tative evaluation was not possible .
A number of r adio moderator s are involved int o the cultural life in Cottbus – the extent to
which this strengthens further v alue-added chains cannot be evalu ated.
Networks are recognised as important d evelopment s opportunit ies for stakeholder s who
voiced the request to intensify their cooperation in such n etworks .
2.4.2. Weaknesses
The regional TV station very much relies on advertising income. A decrease of such revenues
due to e xtern al factors (e.g. Internet offers ) may jeopardise its operatio n.
2.5. Music market
2.5.1. Strengths
Strong e ducation al sector for classical-oriented music genres that covers age groups from
children via young people to adults (c onservato ire, UAS, private music schools )
There are also successful stakeholder s in pop cultur e. They have created their own ‘Hom e-
base ’ as economic foundation i n Co ttbus. This statement applies also to some DJs, which are
currently being booked across Germany and also internationa lly.
There are various opportunities for public performance by b ands and artists in
pop/rock/techno , i.e. a sufficient number of diverse c lubs and discotheques .
Festivals like the Toni-Festival and Kontour concerts serve as ‘launching pads’ for young, a s-
piring artists .
As regards j azz, there is a lack of opportunit ies to perform , i.e. complaints are made that
places to publicly perform in rel evant locations are rare (jazz clubs, pubs with stages) .
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2.5.2. Weaknesses
There are numerous b ands in Cottbus. Their name recognition and thus also their value –
adding activities, however, are rather limited .
Networks seem to be rather underdeveloped . Each m usic scene ha s smaller network s.
There are no record l abels in Cottbus but a few recording studios and other s upport activities
for pop bands. Only a few associations are active in this field, e.g. Chekov, Toni -Festival or
Bebel.
Potenti al places for gigs par tially suffer from drops in visitor numbers a nd entailed income
problem. Some well -known performance locations are threatened by closure or have already
been closed (Muggefug).
2.6. Book market
2.6.1. Strengths
Various a uthors are living in the city, some publish wo rldwide .
The Gladhouse Kultur werkstatt P12 hosts a l iteratur e workshop.
Many p ublish ers are working just for the lover of l iteratur e.
2.6.2. Weaknesses
Classical p ublishing houses are poorly presented in the growing o nline segment .
Existing p ublishing houses are rather focusing on the r egion.
Economic situation of many publishing houses is rather weak due to low sales .
2.7. Press market
2.7.1. Strengths
Strong regional daily newspaper (Lausitzer Rundschau) , which is also economically a ctive in
other p ress markets.
Further a ctive dailies .
Also a multi -faceted m agazin e landsc ape exists, both as print media and online , reports and
informs about l ocal cultural offers (Hermann, blicklicht, Local ido, nachtleben -city.de, cit y-
guidecottbus.de)
Sufficient numbers of s killed personnel (editorial vacancies) .
2.7.2. Weaknesses
A high number of n etwork s was not identified .
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2.8. Design industry
2.8.1. Strengths
Various d esign agen cies w ith different orientations .
2.8.2. Weaknesses
High competitive pressure due to large number of b usinesses .
Several b usinesses suffer from demand p roblem s – they cannot sell large quantities of their
design product s.
2.9. Architecture market
2.9.1. Strengths
There are numerous a rchitecture firms i n Cottbus and thus multi -facetted offers .
The u niversit y and the UAS ( FH) offer relevant s tudy courses.
2.9.2. Weaknesses
It is difficult to estimate the demand for s ervices in this sub -market . General experiences a nd
decreasing construction activities suggest that the future prospects for the a rchitecture market
are not particularly good .
2.9.3. Discuss ion
Only w eak n etworking of archite cts amongst each other o r with other s ector s was found . It
could be queried, however, which value -added could be generated by n etworking of archite cts.
2.10. Advertising market
2.10.1. Strengths
The a dvertising market is strongly represented i n Cottbus.
There are f ormal network s for the a dvertising market in place (Marketing club network ).
Highly committed stakeholders are active in the a dvertising market s who, inter alia , are trying
to intensify n etworking in this market .
2.10.2. Weaknesses
There is a high competitive pressure .
Especially smaller b usinesses find it difficult to hold their ground in the m arket or compete
against bigger advertising service providers .
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2.11. External influencing factor s (opportunities /threats )
2.11.1. Opportunities
Economic situation
The FilmCity Babelsberg has made Brandenburg i nto a well -known film shooting a nd produc-
tion location of which Cottbus can profit.
Support structures , politics, administration
Political direction decisions regarding support for CCI were made a t national a nd federal state
levels , also stakeholder s at the l ocal level can profit from the results .
Urban situation/ soft f actors
Good leisure -time offers
‘Green” city with a high quality of life
Low rental rates for commercial a nd office uses
Potenti al propertie s for use by c reativ e professionals are available (vacancies)
In certain locations : Good to very good building stock
Locations
Partially good l ocation al factors (motorway access , available commercial spaces )
Infrastructure
Universit y and UAS ( FH) provi de potential s of qualified staff
Good access to transport infrastructures
Good c ultural and social infrastructure for adults , youths a nd children
There are excellent mutually complementing i ntermediate and public institutions in the
sphere of c ulture (theatre sector , partially in the a rt market , classical m usic)
Networks
Intermediate institutions (associations , interes t groups ) are active in many sectors of the c rea-
tive industries sand have strong ties to p ublic institutions .
2.11.2. Threats
Economic situation
Demographic development will result in further p otenti al drop in demand for c reative indus-
try product s and services .
Low wage levels
Low price levels
In some sectors, lack of s killed personnel and qualifi ed young talen t
Location al competition between citie s
Increasing l ocation al flexibilit y of b usinesses
Socioeconomi c development
Out-migration of q ualified people, danger of s killed personnel shortage
Drop in c onsume r numbers
Support structures , politics, administration
Budget o f the city of Cottbus is threatened by further curbing, i.e. leeway for support i nitia-
tives will become narrower .
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Urban situation/ soft f actors
Compar ably high housing rental rates .
Partially unoccupied a nd potenti al properties that could be interesting for c reativ e uses ,
high rehabilitation demands (e.g. disused factories along railway route )
Cottbus , despite local u niversit y and UAS, is not conceived as a c ity of student s.
Locations
Inner -city commercial properties: further increasing rental rates .
Existing h otspots are not pr operly strengthened (e.g. Friedrich -Ebert -Str.).
Hotspot in Parzelle nstraße : poor transport acces s.
This means: Potenti ally p ositive effects of cluster s/hotspots, induced by s patial proximity,
cannot be exploited .
Infrastructure
In relation to population figures: low number of ‘Third Places” and in-bars/in -pubs
Budget situation may prompt decommissioning of key i nfrastructure s.
Other a spects
Proximity between stakeholder s
2.11.3. Neutral issues
The proximity to Berlin can be deemed a t hreat because it acceler ates out -migration of
creative stakeholder s and businesses while Berlin , on the other hand, is also a p otenti al
sales a nd coopera tion market .
2.12. Summarising SWOT
2.12.1. Strengths
Tradition
High level of loyalty towards the city :
High rate of owner -operated b usiness es (ca. 92%)
84% of respondents are not thinking about moving to another c ity
The t heatre sector has a certain t radition in Cottbus. The Staatstheater was founded in 1908.
Economic situation
There are experienced and established businesses in the s ector s design, advertising , archi-
tecture and s oftware/ games which, as anchor companies , can generate further g rowth in their
respective s ub-market s.
There is a staffing demand, i.e. a p otenti al demand for employees .
Support structures , politics, administration
There is a major g eneral support funding program .
The Kunstfabrik is an institution which specifically advocates affairs of creative professio nals .
Locations
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High rate of inner -city locations i n Cottbus that are much sought after by b usinesses .
Infrastructure
The UAS ( FH) and BTU provide major advanced e ducation offers which, however, have only
limited e ducation offers for creative industries an.
Advanced training offers for start-ups in the creative industries are available .
Strong offers are availa ble in the s ub-cultural sphere that may be used as ‘launching pads’ for
up-and-coming a rtists and creative professionals (Toni -Festival, Kontour -Proje kte, Mugg efug,
Seite nsprung, Chekov, Gladhouse).
The theatre for children and young audiences provides a g ood entrance into the perfor ming
arts for children .
There are information medi a which report about certain sectors in c ultural and creative indus-
tries, notably in the e vent sphere (e.g. Local ido, Hermann, Blic klicht).
Networks
Knowledge of creative businesses of each other : Potenti al cooperation partner s for nee pro-
jects and implementation of ideas are known .
There are various f ormal and inform al artist circles which are also accessible by external pe o-
ple.
Coaching /mentoring
There are c oaching programs for the c reative industr y professionals in place .
Marketing/promotion
There are several s takeholder s in Cottbus which come out with high commitment for their
sub-market and/or the entire c reative industries (Kunstfabrik, Tafe lrunde).
There are informatio n media which report about certain sectors in cultural and creative indus –
tries, notably in the event sphere (e.g. Local ido, Hermann, Blicklicht).
2.12.2. Weaknesses
Tradition
There are no i nternational ly popul ar artists living in Cottbus .
Cottbus is mainly per ceived as a (former ) working -class city, whose s tructures reflect on the
economic situation of creative professionals. Expressions are, e.g., a low demand for s pecific
offers by the c reative industries.
The sub-market s music industry and art market , e.g., are strongly represented in terms of fi g-
ures but what is missing is a highly supportive e nvironment .
Business and management aspects
Investments required for further development of businesses are in some instances
avoided .
Despite a high number of o ffers, notably young creative businesses have severe p roblems
in marketing and selling their p roduct s and services . The reasons include lack of c apital ( to
outsource such a ctivities or recruit skilled employees ) but also missing expertise .
New sales markets are developed in several s ub-markets only to a minor extent or not at
all.
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Economic situation
In some instances, there is a lack of s killed personnel and qualif ied young talent .
Several s ub-markets (notably in the e vents market ) area characterised by compet itive rel a-
tionships that are based on a perceived unequal preference of certain s takeholder s by the
Municipality or the u niversit y.
The e conomic situation and future prospects are assessed by stakeholders to be merely a v-
erage .
New staff members are not rec ruited because the risk of hardly assessable future prospects
is shunned althou gh there is a demand for additional staffs in several sub-markets .
Development of new sales markets is lagging or not initiated at all .
Reluctant preparedness to i nvest.
Suppor t structures , politics, administration
To date, there is no explicit local policy r elating to c ultural and creative industries. National
government and federal state policies made it to the l ocal level only through third parties (e.g.
regional office of the Competence Centre ).
Cottbus Municipality does not maintain known p oints of contact for the cultural and creative
industries .
Funding schemes are difficult to access . Respond ing s takeholder s lament high level of lack of
orientation in the field of public funding programs .
Public offers for consultancy and support are difficult to identify by c reativ e stakeholders .
The impact of the Kunstfabrik is only geared to a small group of a ddressees ; oppo rtunities to
influence other institutions are rather low .
Sub-cultural activities and network s feel neglected or disadvantaged by the Municipality .
Locations
Excepting the sectors p erforming arts and music industry , there are hardly any focal point s
that were s pecifically established for a given sector .
Infrastruc ture
Several s ub-markets suffer from weak i nfrastructure facilities for d istrib ution of product s by
creative industries and low s upra-regional name recognition . This relates to g alleries, music
clubs and trade fairs .
Trade fairs at regular intervals for the creative industries are almost completely absent .
There are no o nline exchange platform s in Cottbus.
Physi cal meeting points a nd presentation platform s for sub-market s or the entire c reative in-
dustries are rather poorly developed . There are no further local offers besides f estivals such
as the Filmfestival of Ea stern European Films, ‘Night of C reative Brains ’, music festivals and
the C reativ e Trade Fair which is not held at regular intervals . The art festival ‘kottbuskunst
akut’, e.g., was discontinued .
Networks
A lack of commitment among a dministrati ve stakeholders is complained about . Administr ative
level contact persons for the c reative Industries are not known .
Close acquaintance of stakeholders with each other may give rise to l ock-in effects : It is al-
ways assumed that potential p roject partner s are known and new d evelopments are not pe r-
ceived . At the same time, new s takeholder s find it difficult to access existing n etwork s and
thus provide new stimulations . Several r espondents , e.g., feel poorly n etworked in Cottbus.
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There are some c onnection s between businesses and the u niversit y but such are deemed by
many r espond ing s takeholder s as being too underdeveloped .
Coaching /mentoring
Coaching offers are available i n Cottbus. Offers specifically geare d to the needs of c reative
professionals , however, are u nder-represented.
Marketing/promotion
There is no m arketing strateg y of the c reative industries in place .
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F. Conclusions and recom mendations for action
The issues relating to strengths and weaknesses detailed in the previous c hapter will be summ a-
rised in the f ollowing chapter and appropriate conclusions will be drawn (Chap. 1). Recommend a-
tions for action can be de duced from various SWOT issues a nd conclusions and will be explained
in Chapter 2 below (Chap. 2).
1. Conclusions
Strengths and weaknesses in individual sector of cultural and creative industries in Cottbus come
in different manife stations . It is not possible to underpin all weaknesses with adequate measures
within the scope of the UCP Project . It should also be borne in mind that not necessarily all w eak-
nesses have tackled when their remediation requires unreasonable efforts . It is often worthwhile to
continue to s trength en exi sting s trengths and focus on relevant priorities . Such a s trateg y seem s to
be much more promising because it can be based on proven approaches . Examples of the latter
include the Internationale Filmfestival, the multi -faceted theatre scene and the comprehensive vi s-
ual art market .
But also t hreats and opportunities play a maj or rol e:
The s ector s of cultural and creative industries in Cottbus have to respond to different o verall eco n-
omy-related a nd sector -specific tendencie s and developments . Such comprise t rends like g lobal-
isation, increasing d igitisation of previously a nalog contents , the further increasing significance of
the Internet but also d emographic change a nd its consequences .
Businesses and artists have to successfully cope with such c hallenges in order to be successful in
the future . In this context it is up to each individual b usiness and its employees to be or stay su c-
cessful . This UCP Project but also the Municipality in g eneral can only improve f ramework cond i-
tions or making supportive o ffers available .
‘Being successful ’ does not necessarily mean that the revenu es of a b usiness or an artist ically a c-
tive person have to continually grow a nd new employees have to be permanently hired . It became
evident from the interviews that it may suffice for many a s takeholder to generate income which
covers his/her personal cost of living . This is a totally reasonable purpose for operating a b usiness
or working as a free -lancer .
Framework conditions and funding programs can be modified at economic policy and urban deve l-
opment policy levels in order to provide a good starting situation to local CCI b usinesses and art-
ists so that they gain acceptance in the m arket . Both the Municipality and the UCP Project can
contribute towards this end . Adequate potential proactive approach es will be explained in the f ol-
lowing chapter .
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2. Conclusion s and recom mendations from a business and
management perspective – Acquisition of new m arkets and
extension of sales areas
Digitisation of m arkets , in particular of c reative industr y offers, is a c hallenge which many b usi-
nesses in Cottbus still have to fac e. There is an urgent demand for action in this context to avoid
losing sales markets and distribution channels a nd not lag behind competitors in other cities . This
applies especially to the p ress market , the b ook market and the m usic industry .
Several i nitiative s were already launched i n Cottbus and should now be intensified . What is re c-
ommended in this respect is to step up cooperation of companies in the IT sector and the a dverti s-
ing market which have already gathered experiences . The Municipality could act in this area as an
initiator by commissioning d evelopment of relevant a pplication s or lending a hand in bringing t o-
gether r elevant stakeholder s.
Another a spect that relates to sales market s comes as a consequence of d emographic change, i.e.
a decline i n consumers with local demands for products and services . Businesses can c ompe nsate
such decrease by extending their sales areas . A number of b usinesses in cultural and creative
industries in Cottbus have already s uccessful ly managed to do so . Others are l acking the nece s-
sary k now-how and adequate r esource s to s uccessful operate supra -regional ly. Urgent action is
adamant in this field .
Extension of sales market s and a respective orientation of b usinesses and self-employed people
gives rise to new t hreats : Positioning at the s upra-regional level requires adequate precautions
which entail capital expenditure . A return on such i nvest ments, however, is not guaranteed .
3. Recommendations for action by framework -setting stakeholder s
a. Enhancing acceptance of creativ e industr y businesses
It became apparent that the c ultural and creative industries are not given the requested attention
by public stakeholder s, such as b usiness development and Municipality , or institutions like IHK.
Acceptance of CCI businesses by public authorities a nd institutional stakeholder s must be contin u-
ally strengthened .
Various individual m easures , which will be described in the f ollowing , can be deemed p arts of such
improvement of acceptance – e.g. naming of a c oncrete point of co ntact.
In the context of enhancing a cceptance , the whole range of c reative industries has to be taken into
consideration, as it is made up not only of b usinesses but also of free -lance a rtists and sub-cultur e
oriented stakeholder s. The latter are p arts of the i ntermedi ate sector . But there are also sub-cultur e
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oriented stakeholder s that dare to move from the s ector to privat e-sector i nitiative s and require
special consideration . What should also be borne in mind is that especially a sub -cultural enviro n-
ment , irrespectiv e of whether it is part of the p rivate or intermediate sector , provides a free space
for e xperimenti ng, trying out and testing new i deas before launching them into the m arket . This is
why sub -culture is an important element of the whole field of economy for many s ub-market s of the
cultural and creative industries (especially for music ). This fact must not be neglected in f uture
funding measures .
Another issue can contribute to enhance a cceptance which was re -iterated by respond ing s take-
holder s: Local busine sses should be better considered in public contract awards .
b. Information and consultancy (funding counselling )
Many creative industry professionals are not aware which f unding programs exist for f inancing
creative industr y ideas and business start -ups a nd how such funds can be obtained . This situation
should be remedied . Overview s of i nformation on existing funding and consultancy offers that are
specifically suitable for the cultural and creative industries could be made available .
However, o ften it does no t suffice to merely inform about relevant p rogram s. The application filing
process is so time -consuming that companies find it difficult to deal with it besides their day -to-day
business . Possib ilities should be reviewed whether b usiness consultants could be commissioned
at reasonable rates o r institutional stakeholder s could assist in checking s upport programs for their
suitability a nd process relevant applications for c reative businesses .
The point of contact mentioned in the preceding section would also be suitable and could take on a
more c omprehensive function . The point of contact would not only be in charge of communication
between administration , institutions and entrepreneurs but also of mediation a nd assistance in fi l-
ing applications for s upport p rograms .
It would offer itself i n this context to establish a c onsultancy centre, which may be done c onnection
with setting up a c reativ ity centre (s. Lit. g.) or independently . Such a consultancy centre could be a
central place where b usinesses can obtai n various public and privat e-econom y consultancy ser-
vices: The services would reach from arranging the correct contact person in the a dministration via
support ing financial aid consultancy to legal counselling a nd business and management support .
The issue of the r esponsible body and financing will have to be clarified . The financing options for
a network manager explained in the f ollowing section can be transferred to a c onsultancy centre.
c. Building new / strengthening existing n etwork s and ties b etween businesses ,
artists and (public ) institutions
As already explained above, there are several n etwork s and associations in Cottbus. In some
cases there are also good relations b etween individual s takeholder s in creative industries and pub-
lic institutions , such as the Municipality or the u niversity.
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All in all, though, the network structures seem to be in need of improvement . Then the q uestion
arises what the n etwork s should look like to generate s ynergie s? Who will take care of the n et-
work s and will they require certain focal points or o rganis ed meetings in order to function ?
Cultural and creative industries are a very heterogene ous body; hence, establishing one overall
network s for the entire c reative industries is not likely to achieve the intended purpose . Because
sector -intern al networking in itself will increase the mutual level of acquaintance and may lead to
some p artner ships but will not be able to exploit the c omprehensive potential s for c ooper ation in
Cottbus. The reason is that the biggest value -added i s anticipated from p roject -related c ooperation
between stakeholder s with differing operations back grounds.
This means : Any n etwork s to be set up should be oriented towards achieving the defined obje c-
tives. Other n etwork s, e.g. such serving e xchange s of artistic ideas, seem to be already partially in
place . Another aspect worth considering is the fact that o rganisation s like Marketing -Club Cottbus
are existing and provide ample opportunities to get to know each other . Hence, a newly created
offer should be c losely harmonised with existing ones .
Likewise of eminent importance is that n etwork structures to be created must be consistent a nd
require somebody to take the p rofession al management of such network to make it a s uccess .
Both aspects – target orientati on a nd consistency of new n etwork structures – can only be
achieved with s upport by a n etwork manager. Such a manager has to be appointed .
There are no funds available under the UCP Project for financing a network manager . Hence, this
function would have to be finan ced by a different body . Poss ible options could be :
Participating a rtists , creative professionals and businesses pay contributions towards f i-
nancing this position .
The Municipality will become involved .
A third source of f inancing will be sought in order to fund the position – at least for an initial
period (EU grants, etc.).
A combination of the three above options will be implemented .
The suggested o ption s should be further discussed in detail during the further course of the p ro-
ject.
d. Improving the external presentation of businesses and Cottbus Municipality
The perception and external presentation of activities by cultural and creative industries have to be
strengthened .
What is missing is a shared m arketing platform for b usinesses and/or artists in order to increase
their external conspicuousness . This may be, e.g., a Website where businesses and artists from
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sectors c ultural and creative industries extensively present themselves a nd their p roducts/services
or provide links to their own W ebsite s in order to attract customers/clients .
A large number of r espondents think that the city itself would require an innovative and attractive
corporate design (e.g. via the city’s Website) and an adequate m arketing strategy.
e. Coaching offer s
Coaching offer s may form part of advanced business and management training for creative indus-
try businesses , like s pecific assistance in sales a nd marketing. There are already a number of
coaching schemes available i n Cottbus but it became apparent that such are not alway s accurately
targeted to c reative industry professionals and that there is still a further demand .
A review should be performed which o ffers are necessary in the field of c oaching. There is a small
UCP budget available for th is exercise .
f. Location al conditi ons and property s ituation in Cottbus
The s ituation regarding s uitable commercial propert ies or rooms is largely deemed to be good .
Some c reative professionals , however, seem to have difficulties finding s uitable working spaces .
It was suggested in this co ntext to make inner -city vacancies should available for t emporary uses .
g. Creativ ity C entre
The idea of a c reativ ity centre met with a mixed response . On the one hand, the idea was shared
that such a centre could act as a h otspot of creative professionals and could provide assistance for
the entire cultural and creative industries in Cottbus , also in connection with the centre -provided
consultancy offers . What would have to be fully considered is which targets and purpose such a
creativ ity centre to avoid c ompeting against existing institutions .
On the other hand, it was emphasised that capital expenditure on promoting c ompeten ces would
be more reasonable than investments in a building . It was also deemed more important to g ener-
ally improve spatial c ondition s (irrespective of establishing a new c reativ ity centre) and the consu l-
tancy situation in Cottbus.
h. Other a spects
A further g eneral suggestion was made in connection with the above -mentioned d eficits in institu-
tional counselling – namely establishment of a central point of contact to support ideas and provide
consultancy .
The promotion of c ulture is perceived to be too one -sided a nd well-worn .
It was suggested for the a rtistic sector to grant s cholarships to up -and-coming artists in order to
counter the decr ease in young talent .
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It was emphasised that this must be a sustainable p roject in order to be s uccessful . This aspect
should be considered in the further p roject progre ss.
The previous s upport of public and intermediate but also private -sector c ultural agencies and
events by the Municipality should be continued . This approach was the important backbone for the
cultural and creative industries in the city
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G. References
1. Survey Sources
1.1. Participants of questionnaire
Frau Beuthan und Frau Welkisch, Angestellte Dek owerkstatt Mimikry, Befragung am 07.06.2011 in
Cottbus
Frau Beyer -Hoppe, pe + a agentur, Befragung am 6.Juni 2011 in Cottbus
Herr Brune, Geschäftsinhaber adtower, Befragung am 4.7.11 in Cottbus
Herr Dietrich, Stellvertretender Direktor Konservatorium Cottb us, Befragung in Cottbus
Dr. Franke, Geschäftsführer Architekturbüro Jürgen Franke BDA, Befragung am 06.06.2011 in der
Neustädter Straße 6 in Cottbus
Herr Fricke, Geschäftsführer Eis Skulpturen Manufaktur Cottbus, Befragung am 25.05.2011 in
Cottbus
Frau Fr önner, Leiterin Cottbus Service (Stadthalle Cottbus), Befragung in Cottbus
Frau Goethe, Geschäftsführerin Pool productions, Befragung am 25.05.2011 in der Frie drich-
Ebert -Straße 18 in Cottbus
Herr Grund, Inhaber WESEG Werbeservice, Befragung am 08.06.2011 am Stadtring 3 in Cottbus
Herr Hübner, Geschäftsführer HCS, Befragung am 16.06.11 in der Straße der Jugend 33 in Cot t-
bus
Herr Hübner, Herr Jyrch, Geschäftsführer Richter, Altmann, Jyrch Architekten BDA, Befragung am
07.06.2011 in der Burgstraße 10 in Cottb us
Frau Kaiser, Studio für Fotografie Goethe, Befragung am 20.05.2011 in Cottbus
Herr Kloss, Geschäftsführer Klossmedia, Befragung am 31.05.2011 in der Neustädter Str aße 17 in
Cottbus
Frau Köhler, Inhaberin Gardinett, Befragung am 17.05.2011 in Cottbus
Frau Krug, Geschäftsführerin Werbestudio 3, Befragung am 24.05.2011 in der Sielower Str.3 in
Cottbus
Herr Krüger, Unternehmensinhaber K -Plan Architekten & Ingenieure, Befragung am 16.05.2011
am Wackergrund 27 in Cottbus
Herr Lunau, Unternehme nsinhaber archite ktur möbel lunau rosenblatt (Bürogemeinschaft), Befra-
gung am 26.05.2011 in der Wernerstraße 18 in Cottbus
Herr Malarzcuk, Geschäftsführer dprint GmbH, Befragung am 06.06.2011 am Geschäft ssitz in der
Parzellenstraße 21 in Cottbus
Frau Orba, Atelier Ebert XV /Künstlerin , Befragung am 25.05.2011 in Cottbus
Herr Pohl, Geschäftsführer Atelier mp. design, Befragung am 10.06.2011 in Cottbus
Herr Polster, Geschäftsführer addmedia, Befragung am 06.06.11 am Geschäftssitz in der
Drebkauer Straße 6 in Cottbus
Herr Print schitzch, Gechäftsführer Theater Native C, Befragung in der Petersilienstraße 24 in Cot t-
bus
Herr Rausch, Redaktionsleiter aktuelle Redaktion für Hörfunk und Fernsehen RBB -Cottbus, Befra-
gung am 31.05.2011 in Cottbus
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Herr Rechn, Geschäftsführer Günther Rechn , Befragung am 06.06.11 am Geschäftssitz in der
Dresdener Straße 43 in Cottbus
Herr Restmeier, Unternehmensinhaber Le uchtstoff Planung + Licht, Befragung am 31.05.2011 in
der Berliner Straße 133 in Cottbus
Herr Roder, Geschäfts stellenleiter BB Radio, Befra gung in der Karl -Liebknecht -Straße 136 in Cot t-
bus
Herr Röhrig, Geschäftsführer BRAWIS GmbH, Befragung am 7. Juni 2011 in Cottbus
Frau Saecker, Geschäftsführerin Puppen und Bärenstube Cotti Kuschel, Befragung am
19.05.2011 im Geschäft in der Burgstraße 22 in Cottbus
Herr Schneider, Unternehmensinhaber Werbeagentur Schneider, Befragung am 27.05.2011 in der
Saarstraße 44 in Cottbus
Frau Schoen, Unternehmensinhaberin AQUARELLA Schoen'e Kunstwerkstatt, Befragung am
01.06.2011 in der Kolkwitzer Straße 43 in Cottb us
Herr Schröter, Inhaber Musik -Elektronik -Service, Befragung am 01.06.2011 in Cottbus
Frau Schubert , Unternehmensinhaberin Fotostudio Schubert -Just, Befragung am 16.05.2011 in
der Karl -Liebknecht -Straße 124 in Cottbus
Herr Schuft, Meister Gustav Schuft, S tempel – Schilde – Werbung, Befragung am 04.06.2011 in der
Burgstraße 11 in Cottbus
Herr Schulz, Geschäftsführer Architekturbüro Hermann und Partner, Befragung am 16.06.11 in der
Straße der Jugend 33 in Cottbus
Herr Schulz, Geschäftsführer Töpferei Udo Schul z, Befragung am 03.06.2011 in Cottbus
Herr Semmler, Geschäftsführer Reinhard Semmler Verlag GmbH, Befragung am 06.06.2011 am
Geschäftssitz in der Parzellenstraße 21 in Cottbus
Frau Spindler, Atelier "Uri -Design", Befragung am 20. Juni 2011 in Cottbus
Herr Wagner, Unternehmensinhaber Atelier in der Runie (Wagner Bildhauer/ Designer), Befragung
am 19.05.2011 in der Lieberoser Straße 20 in Cottbus
Frau Weidner, Geschäftsführerin Weidner Grafikdesign, Befragung am 24.05.in der Frie drich-
Ludwig -Jahn -Straße 10 in Cottbus
Frau Wetzke, Ehrenamtliche Mitarbeiterin Fango, Befragung am 09.Juni 2011 in Cottbus
Frau Wiegand, Redakteurin Regia Verlag Renate Rogenblatt, Befragung am 25.05.2011 in Cot t-
bus
Herr Wirth, Geschäftsführer Kleitz Wirth media GmbH, Befragung am 01. 06.2011 in Cottbus
Herr Wittig, Keller Mayer Wittig Architekten , Befragung am 01.06.2011 in der Hubertstraße 6 in
Cottbus
Herr Wolff, Bürogründer / freischaffender Stadtplaner Planungsbüro Wolff, Befragung am
24.05.2011 in der Bonaskenstraße 18/19 in Cott bus
Herr Woskowski, Architekturbüro Woskowski und Partner, Befragung am 10. Juni 2011 in Cottbus
Frau Zimmermann, Redakteurin, Journalistin Wochenkurier Cottbus, Befragung am 26.05.2011 in
Cottbus
1.2. Participants of experts interviews
Herr Ackermann, Geschäft sführer pool production, Gespräch am 14.06.2011 in seinem Büro
URBAN CREATIVE POLES
CCI SWOT analysis
Faculty 2 Co-financed by EU INTERREG IVC Program
Chair of Urban Management Baltic Sea Region (BSR)
63
Herr Behringer, Angestellter Musikpädagoge (FH und Konservatorium), Gespräch am 29.06. 2011
in Cottbus
Herr Drogla, Geschäftsführer Piccolo Theater , Gespräch am 07.06.2011 auf dem Erich Kästner
Platz in Cott bus
Herr Dul itz, Geschäftsführer Gladhouse , Frau Lenk, Leiterin Booking, Gespräch am 9.6. 2011 im
Gladhouse
Frau Grube und Frau Paulig, Stadtmarketing – und Tourismusverband Cottbus, Gespräch am
06.07.2011 in ihrem Büro
Herr Hanitzsch, Chillout Lichtdesign , Gespräch am 17.06.2011 in seinen Ausstellungsräumen,
Cottbus
Herr Körner, freischaffender bildender Künstler, Gespräch am 21.06.2011 in seinem Atelier in
Cottbus
Herr Dr. Mund, Geschäftsführender Direktor, Gespräch am 07.06.2011 in der La usitzer Straße 33
in Cottbus
Herr Pittasch, Redakteur Blicklicht und Geschäftsführer P.I.S.A, Gespräch am 31.5.11 in Cottbus
Herr Richard, Chefredakteur Der Fabrik Verlag GmbH, Gespräch am 30.05.2011 in Cottbus
Herr Robinski, Geschäftsführer Lohmann und Robinsk i, Gespräch am 07.07.2011 in seinem Büro
Herr Scharobba, Geschäftsführer Hyperworx , Gespräch am 15.06.2011 in seinem Büro
Herr Schiesko, Filmemache, Gespräch am 11.07.2011, in Cottbus
Herr Scharf, Geschäftsführer Lausitz TV, Gespräch am 6.6. 2011 in Cottbu s
Herr Strauss, Geschäftsführer, Hillegaart & Strauss, Gespräch am 30.06.2011 in ihrem Büro
Herr Schuster, Freiberuflicher Medienkünstler , Gespräch in Cottbus
Herr Taschenberger, Geschäftsführer Zweihelden, Gespräch am 9.6.2011 in Cottbus
Herr Thiel, Beir at der Kunstfabrik Cottbus, Gespräch am 16.06.2011 in Cottbus
Herr Werner, Geschäftsführer Technosatz, Gespräch am 01.07.2011 in Cottbus
Herr Wünsche, Geschäftsführer Eyesky, Gespräch am 05.07.11 in Cottbus
2. Literature
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stellung einer statistischen Datengrundlage für die Kulturwirtschaft und eine lände rübergreifende
Auswertung kulturwirtschaftlicher Daten. Bearbeitung: Söndermann, Michael. Köln.
Amt für Statistik Be rlin-Brandenburg (Hg.)(2000 ): Statistische Jahrbu ch Brandenburg 2000. Pot s-
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dam.
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CCI SWOT analysis
Faculty 2 Co-financed by EU INTERREG IVC Program
Chair of Urban Management Baltic Sea Region (BSR)
64
Amt für Statistik Berlin -Brandenburg (Hg.)(2005 ): Statistische Jahrbu ch Brandenburg 2005. Pot s-
dam.
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BMWi ( Bundesministerium für Wirtschaft und Technologie ) (BMWi) (Hg.) (2009a): Gesamtwir t-
schaftliche Perspektiven der Kultur – und Kreativwirtschaft in Deutschland. Kurzfassung. Bearbe i-
tung: Söndermann, Michael; Backes, Christoph; Arndt, Olaf; Brünink, Daniel. Berlin.
BMWi ( Bundesministerium für Wirtschaft und Technologie ) (Hg.) (2009b): Kultur – und Kreativwir t-
schaft. Ermittlung der gemeinsamen charakteristischen Definitionselemente der heterogenen Tei l-
bereiche der „Kulturwirtschaft“ zur Bestimmung ihrer Perspektiven aus volk swirtschaftlicher Sicht.
Bearbeitung: Söndermann, Mic hael; Backes, Christoph; Arndt, Olaf; Brünink, Daniel . Berlin .
BMWi ( Bundesministerium für Wirtschaft und Technologie ) (Hg.) (2010): Monitoring zu wirtschaftl i-
chen Eckdaten der Kultur – und Kreativwirtschaft 2009. Bearbeitung: Söndermann, Michael. Berlin.
Deutsche Bahn AG: Presseinformation.
http://www.deutschebahn.com/site/bahn/de/presse/presseinformationen/bbmv/bbmv20101104.html
(Zugriff am 27.05.2011)
Empirica (Hg.)(2010): Kreativwirtschaft in deutschen Mittelstädten. Bonn
Landestag Brandenburg (2009): Ku lturentwicklungskonzeption der Landesregierung Bra ndenburg.
Bericht der Landesregierung. Drucksache 4/7524 .
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Wirtschaft . In: InnoPunkt -Dokumentationsreihe Nr.14. Potsdam .
MW; MWFK (Ministerium für Wirtschaft des Landes Brandenburg ; Ministerium für Wisse nschaft,
Forschung und Kultur des Landes Brandenburg ) (Hg.) (2009): Kultur – und Kreati vwirtschaft im
Land Brandenburg. Standortbestimmung und Ausblick 2008/2009 . Potsdam.
Regionalverband Ruhr; Büro Stadtart (Ebert/Gnad) (2009): Kultur – und Kreativwirtschaft im Ruh r-
gebiet: eine vergleichende Analyse nach Stadttypen . Dortmund.
Stadtverwaltung Cottbus. Amt für Stadtentwicklung und Stadtplanung: Modellstadt Cottbus.
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Stadtverwaltung Cottbus. Amt für Stadtentwicklung und Stadtplanung (2007): Integriertes Stad t-
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ten. Cottbus.
URBAN CREATIVE POLES
CCI SWOT analysis
Faculty 2 Co-financed by EU INTERREG IVC Program
Chair of Urban Management Baltic Sea Region (BSR)
65
Stadtverwaltung Cottbus. Statistikstelle: Bevölkerungsstatistik.
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