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Cultural Heritage Sector
"Dreary Future"
Expectations not fulfilled
vision missing
Rude awakening: No new mass
markets in electronic publishing
(video on demand etc.)
Few examples of success in the
cultural industries, and even
fewer in the cultural heritage
Cost for building up sustainable
services are higher than expected
Uncertain about demands due to
lacking data about user demands
and expectations
Unclear how to sell value
added services; users are used to
"free rides" on the internet
Only a few business models
that work
Some cultural heritage and
educational services
Today, it is more difficult to sell
IT and multimedia to politicians
Cultural heritage ranks low on
the scale of political priorities
(and needs to compete with
health sector, social security, etc.)
Few countries with a clear
strategy for digitisation
Cultural Sector
"Rosy Future"
Visions / assumptions / high
expectations: new (economic)
frontier with immense potential
"Multimedia and internet hype":
Decreasing traditional markets
entice publishers to enter new
markets with high commercial
Assumed "killer applications":
Broadband services like video
on demand
Cost of market entry thought to
be low
Assumption: Consumers look
for quality and interactivity
Value added, MM-rich products
and services delivered over
broadband networks
EU driven policy
Policy makers bought into the
hype of new IT and multimedia
based markets
Strong influence of policy on
market development
Cultural Heritage Sector
"Some sunshine"
Clear view of the benefit / value
of cultural heritage
No mass market but some
niche markets
Realistic view of market
potentials instead of "killer
Cost of entry remains high;
services need clear focus on
users to produce some revenues
Users want high value for
money, yet information in the
public interest is expected to
be free
No mass markets, but mass
users in specific fields
Commercially exploitable ser-
vices and products: personalised,
highly interactive services and
"culture communities"; users can
"package" their own products
Funded services: scholarly,
educational services, etc.
Institutions increasingly co-
operate with intermediary orga-
nisations to create new services
and bring them to the market
Value-added cultural heritage
services available that are not
dependent on public funding
Proven commitment of national
governments to cultural heritage
Awareness that both culture and
education cost money - yet
willingness to pay as benefits
for society are essential
Substantial influence in building
markets through thematically
focused cultural heritage policy
Cost of market entry
User demands
(National) policies and initiatives
Visions and perspectives