SWOT Analysis - Central Europe

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Pécs and South Trensdanubia, the pole of life quality 34 Billion Ft investment so far in 31 projects (140 MRD) R&D&I infrastructure Clusters Training , learning Should be evaluated positively, however, that the Elcoteq Hungary Ltd. devotes more and more emphasis on product development, and has developed its own division, where more and more young engineers are able to find jobs. PTE clinic University of Kaposvár agricultural research institue University of Kaposv ár agricultural research institue PEIK BIBNet Therme Cluster PTE AOK PTE ET Healthindustry Environment industry Cultural industry Science Building Wine research I. RÉK TDM University of Kaposv ár Vocational training Beremend Mecsek -Dráva biomass Pannonlaser researchinstitute Building engineering cluster Knowledge Centre Creative Incubator House Environment industry cluster Creative Cluster Zsolnay Cultural Quarter Kodály Centre Ceramic Cluster PTE TTK PTE MK Vocational training Bikal ren aissance city Memorial Park in Mohács Mecsekextr ém Castle of Sikl ós Castle of Pécsvárad Castle of Szigetv ár In the field of non-metallic mineral products the Zsolnay Porcelain Manufactory is relevant. In this essay we are not going to deal with the company's financial and economic situation. The company's products, it’s reputation, tradition, and the industrial heritage and through the projects of the <strong>Europe</strong>an Capital of Culture in the near future it provides hopefully an important factor in the local economy. In summary, the industrial enterprises have an important role in the economy of Pécs and Baranya County, their energizing role, however minor. They are not considered classically innovative. The possibility of future development is to be searched rather at the present still not highly appreciated so called "novel" non-traditional sectors, which could improve significantly the population's quality of life, such as the environmental industry, health industry and cultural industry. Their relevance is clearly demonstrated by the
international trends, and the strategy for competitiveness 2020 of the EU (ec.europa.eu/eu2020) 4.3 Cultural structure Considering the cultural sector we have to separate the civil, private, and the institutional sectors. The rate of the three special structural units characterizes the dynamism of the creative industry, which still could be characterized with the dominance of the institutional and civil sector. According to our survey 790 company operate in the field of creative industry, which is still quite a low proportion (4,15% of the other branches). The big cultural infrastructures are operated by government or state institutions, which situation hasn’t been changed by the new institutions created through the ECC project. The creative enterprises are only small-scale suppliers to the institutions, which prevents the real development of the creative industry. At the analyses of a city’s creative economy in the past these subject were only marginal issues mentioned just as breakout points. In the 21st century we have to approach this subject with a different attitude. One cannot count on the governmental support that it is possible to get those cultural services for free or at a minimal cost. The marketing of the culture has started, and we have to recognize that the culture is not much different from any other goods in the market, that means the rules of the macroeconomic apply too. In the future – according to the excellent aptitudes – can become one of the most significant branches of the economic development of Pécs. 5. The state of the private and the civil sector The skills knowledge and experience of the local cultural civil society actors is not sufficiently utilized. The civilian sector in particular is facing difficulties of sources and capacity, although that is a national-scale problem, still there is no suitable effort to highlight and support local, talented and worthy organizations.
Page 1 and 2: SWOT Analysis Status of Creative In
Page 3 and 4: Content 2.1 Short introduction (bas
Page 5 and 6: 1. Summary (Objectives, expectation
Page 7 and 8: 2. The general profile of the count
Page 9 and 10: Gross domestic product (GDP) at cur
Page 11 and 12: County Rights however, are not allo
Page 13 and 14: 3. Presentation of the city - The g
Page 15 and 16: 3. Figure The age pyramid of the ci
Page 17 and 18: - The economic structure is out of
Page 19 and 20: The EKF provides considerable and n
Page 21 and 22: designed to accommodate as many as
Page 23 and 24: industry played an important role o
Page 25: espectively. The leading companies
Page 29 and 30: people, the other three are one eac
Page 31 and 32: economic potential, which can resul
Page 33 and 34: Therefore the most important motiva
Page 35 and 36: 6. Figure The division of the parti
Page 37 and 38: 7. Figure Trends of industrial stat
Page 39 and 40: 10. Figure Rate of the priority sub
Page 41 and 42: of real estate development and decl
Page 43 and 44: outcome. The result are shown in th
Page 45 and 46: 6. The state of the public sector 6
Page 47 and 48: They must find the opportunities ho
Page 49 and 50: 7. SWOT analysis This analysis carr
Page 51 and 52: • The employment rate was 46.1%,
Page 53 and 54: • Effective business operation th
Page 55 and 56: • Strengthening, and upgrading th
Page 57 and 58: Attachments The professional questi
Page 59 and 60: Opportunities (external) 4. Evaluat
Page 61 and 62: Cultural Industry Sector The main r
Page 63 and 64: Cultural Industry Sector FrequencyD
Page 65: List of employed documents and elec

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