# Resource Integration of Cultural and Creative Industries Using Data Mining Technology

Authors: Jie Zhang; Hongbao Guo
Journal: Wireless Communications and Mobile Computing
 (2022)

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## Abstract

The development of the cultural industry is now at the top of its national plan. When it comes to the development of the cultural industry, the most important thing is to speed up the transformation of commercial cultural institutions into businesses. This will help to rebuild the market players in the cultural industry, as well as integrate the social resources involved in the development of the cultural industry, form the advantages of resource combination, and build a platform for the cultural industry to grow. It is a good idea to have a system and mechanism in place to help the cultural industry grow, as well as a social environment and an undertaking carrier. Data resources can help drive the integration of resources in our country’s cultural and creative industries, as well as the optimization of industrial structure, intelligent transformation, and total growth. People who work in the cultural industry can predict rough data and get the essence out. They can calmly and objectively make decisions about data, and they can use data speed and diversity to drive content creation, communication innovation, and consumption upgrades in the cultural industry. In this study, large cultural businesses lead the way when it comes to integrating cultural industry resources based on data mining. Cultural industry parks are the places where clusters of businesses are built. To make a cultural industry chain, it looks at what customers do not say about their needs and looks at the resources in the industry to make sure it is a good fit. The government should help cultural businesses by making it easier for them to do business. This will help our country’s cultural industry be more competitive.


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## Body

## 1. Introduction

Some basic contradictions within the industry have been resolved in recent years, following the transformation and reform of the cultural system with institutional and mechanism innovation at its core, but the phenomenon of regional segregation and monopoly barriers that has plagued the industry’s development for a long time still exists. Taking the publishing and media industry as an example, some units in our country’s central and western regions have made slow reform progress, and the results of the reform have not improved significantly; however, units in our country’s southeastern coastal areas have made rapid reform progress, and a number of existing companies have been listed. A number of businesses are also actively looking for a listing. The pace of development in the two locations is vastly different. This issue exemplifies how the cultural business in our country is still subjected to rather passive official promotion and separation. It is vital to break down monopoly barriers and actualize the countrywide circulation of production factors within the industry in order to create a national game of chess and lift regional separatism.Cultural industry development is essentially culture breaking through the original manner of producing cultural products, providing cultural services, and the original industrial structure in order to adapt to the growth of advanced productive forces and the betterment of people’s wants. Its growth will unavoidably have an impact on the urban economic and cultural areas. There have been a lot of inventive changes. Cultural enterprises transform tiny resources into large resources, useless materials into useful resources, and dispersed resources into systematic resources through integrating cultural industry resources. On the one hand, it improves product value, improves independent innovation ability, closes the resource gap, improves the enterprise’s competitiveness, and lays the groundwork for long-term development; on the other hand, it opens up new development opportunities for the enterprise’s future business operations.The cultural industry is unique in that its goods suit people’s spiritual requirements, are part of a typical low-carbon economy, have little environmental impact, and have a high added value. Because human wants will continue to evolve in lockstep with the progression of history and society, the space for the development of this unique business will be limitless. According to international experience, when per capita CDP approaches 1,000 US dollars, national demand for spiritual culture rises, and total cultural consumption spending rises gradually. Our country’s per capita GDP surpassed 3,200 dollars in 2008, indicating that a new period of significant cultural demand is on the horizon. The entire demand for cultural consumption by both urban and rural populations was expected to be around 511.5 billion yuan in 2005, 566 billion yuan in 2006, and 632.5 billion yuan in 2007. The cultural consumption of urban and rural populations is continually increasing, which is a major driving force behind the cultural industry’s rapid expansion. Some cities and regions along the southeast coast now have per capita GDPs comparable to those of middle-income countries throughout the world, allowing them to take the lead in achieving the cultural industry’s tremendous growth and wealth. South Korea’s, the United States’, and other countries’ historical experiences have all backed up this assertion. The operation and growth of cultural industry will have an impact on all elements of society because it is such an important part of social spiritual civilisation. With the current rapid expansion of China’s economy, it is critical to establish a robust cultural industry to serve people’s spiritual demands.However, too restrictive finance channels have long been a major stumbling block to the cultural industry’s development. The cultural business, like R&D engineering, necessitates a significant upfront investment. In truth, venture capitalists have always been excited about investing in the cultural sector, but many investments fail to deliver sufficient returns due to a variety of constraints. Furthermore, there is a lack of an effective departure mechanism, which restricts large-scale cultural investment and development. Every year, tens of thousands of TV dramas and almost 500 films are produced in my nation, but only about a third of them may be broadcast on television and in movie theaters. The reasons are numerous: certain products cannot be transformed into high-quality cultural products owing to a lack of cash, resulting in shoddy manufacture and poor quality, and finally being unable to join the hall of elegance, resulting in a significant waste of people, money, and materials.The economic crisis has had little impact on the development of cultural sectors. It was a great time for Hollywood and many publishing media organizations in the United States during the Great Depression, and the huge rise of Japan’s animation sector also occurred during the economic stagnation of the 1970s. Taking the year 2008 as an example, when the world was seriously affected by the financial crisis, although both industrial and economic growth slowed drastically, except for a few disciplines such as art, most of the cultural industries in our country exhibited symptoms of a scene of affluence and development: In 2008, our country’s movie box office revenue climbed by 35% over 2007; the animation and game sector increased by 97 percent, virtually doubling over 2007, demonstrating overall rapid growth. The average growth rate of China’s cultural industry’s diverse contents has essentially stabilized at more than 17 percent in recent years, which is 6-8 percentage points higher than the GDP growth rate during the same period. This also demonstrates that the cultural industry’s contribution to national economic growth is expanding year after year in our country.


## 2. Analysis of Key Factors in the Integration of Cultural Industry Resources

### 2.1. Policies to Promote the Integration of Cultural Industry Resources

Our country’s cultural industry has gradually expanded its contribution rate to the economic development of diverse places in recent years. The growth rate of the creative industry in several core cities is substantially faster than the GDP growth rate. The cultural sector is growing in importance as a force for reshaping economic development. Taking Beijing as an example, the added value of Beijing’s cultural sector in 2010 was 169.77 billion yuan, up 20.3 percent annually from 2005 to 2010, accounting for 12 percent of GDP and establishing itself as a cornerstone industry. In 2011, the added value of Shenzhen’s cultural and creative industries was 87.5 billion yuan, up 20.5 percent from the previous year, accounting for nearly 8% of the city’s GDP (calculated at 1.1 trillion yuan).


### 2.2. Large Cultural Enterprise Group Promotes Resource Integration

In the country, 45 cultural businesses have been listed, and a group of significant state-owned backbone firms and enterprise groups with high strength and competitiveness has arisen, demonstrating that powerful and driving cultural enterprise groups and cultural industry clusters exist. If there is a lack of coordination and cooperation among various cultural enterprises and each of them acts independently and develops in isolation, each link of the cultural industry chain will become isolated, faulty, and unsystematic, and a benign rolling development will not be formed. Because the development of the cultural industry in various regions of our country is not evenly distributed, qualified regions must integrate the cultural industry’s internal resources according to local conditions and use backbone enterprises as a link to promote cross-regional, cross-industry, cross-ownership mergers and reorganizations, resource integration, and enhance cultural industrial scale, intensification, and professional level, and build well-known brands. As a result of the integration of cultural sector resources, the shift from extensive to intensive management will hasten the concentration of state-owned cultural capital in critical areas and connections.


### 2.3. Talents Gather to Promote the Integration of Cultural Industry Resources

Universities, cultural industry clusters, entrepreneurs and entrepreneurship, innovative employees, and self-organizing groups in cultural businesses are all part of the cultural enterprise innovation system. These topic behaviors are present throughout the cultural enterprise’s creative process. They are self-contained, interconnected, and interact with one another. The “Cultural Industry Revitalization Plan,” for example, states that “the cultural and creative industry should focus on the development of cultural technology, music production, art creation, animation games, and other enterprises, enhance its influence and drive, and stimulate related service industries and manufacturing industries. development of.” However, the creative sector needs a long-term economic model, a way to assess the value of creative design, and the best way to merge traditional and creative industries, all of which will become bottlenecks in the industry’s overall development. Regardless of whether it is manufacturing, electrical products, furniture production, or other businesses, they all have to decide whether to employ an “external brain” or “self-organize” for the design team. Outer brain can help a company break its own constraints and launch new products on the market, but the controllability is poor, the “outsourcing service” in China is still in its infancy, and the standards for evaluating design outsourcing have yet to be established; establish the company’s own design team. Although it is more conducive to the enterprise’s overall development in the future, it faces challenges such as workers’ lack of understanding of design, design’s lack of understanding of the type of work, being severely limited by the industry, high research and development costs, and a long input-output cycle.Colleges and universities, on the other hand, continue to lag behind in terms of ideas and concepts for cultivating cultural industry talent, and the development of cultural industry disciplines has yet to gain adequate national attention. The following are some of the causes, according to a study done by the Cultural Industry Research Center of China’s Communication University:(1)
Relevant majors’ teaching resources and disciplinary advantages are uneven, and academic support and discipline are not reasonable(2)
The current bottleneck impeding the development of our country’s cultural sector is a scarcity of high-end cultural industry talent(3)
The cultural industry’s framework system, ownership dilemma, and curriculum system, among other things, have not been resolved(4)
Theory and practice are intertwined in cultural industry


## 2.1. Policies to Promote the Integration of Cultural Industry Resources

Our country’s cultural industry has gradually expanded its contribution rate to the economic development of diverse places in recent years. The growth rate of the creative industry in several core cities is substantially faster than the GDP growth rate. The cultural sector is growing in importance as a force for reshaping economic development. Taking Beijing as an example, the added value of Beijing’s cultural sector in 2010 was 169.77 billion yuan, up 20.3 percent annually from 2005 to 2010, accounting for 12 percent of GDP and establishing itself as a cornerstone industry. In 2011, the added value of Shenzhen’s cultural and creative industries was 87.5 billion yuan, up 20.5 percent from the previous year, accounting for nearly 8% of the city’s GDP (calculated at 1.1 trillion yuan).


## 2.2. Large Cultural Enterprise Group Promotes Resource Integration

In the country, 45 cultural businesses have been listed, and a group of significant state-owned backbone firms and enterprise groups with high strength and competitiveness has arisen, demonstrating that powerful and driving cultural enterprise groups and cultural industry clusters exist. If there is a lack of coordination and cooperation among various cultural enterprises and each of them acts independently and develops in isolation, each link of the cultural industry chain will become isolated, faulty, and unsystematic, and a benign rolling development will not be formed. Because the development of the cultural industry in various regions of our country is not evenly distributed, qualified regions must integrate the cultural industry’s internal resources according to local conditions and use backbone enterprises as a link to promote cross-regional, cross-industry, cross-ownership mergers and reorganizations, resource integration, and enhance cultural industrial scale, intensification, and professional level, and build well-known brands. As a result of the integration of cultural sector resources, the shift from extensive to intensive management will hasten the concentration of state-owned cultural capital in critical areas and connections.


## 2.3. Talents Gather to Promote the Integration of Cultural Industry Resources

Universities, cultural industry clusters, entrepreneurs and entrepreneurship, innovative employees, and self-organizing groups in cultural businesses are all part of the cultural enterprise innovation system. These topic behaviors are present throughout the cultural enterprise’s creative process. They are self-contained, interconnected, and interact with one another. The “Cultural Industry Revitalization Plan,” for example, states that “the cultural and creative industry should focus on the development of cultural technology, music production, art creation, animation games, and other enterprises, enhance its influence and drive, and stimulate related service industries and manufacturing industries. development of.” However, the creative sector needs a long-term economic model, a way to assess the value of creative design, and the best way to merge traditional and creative industries, all of which will become bottlenecks in the industry’s overall development. Regardless of whether it is manufacturing, electrical products, furniture production, or other businesses, they all have to decide whether to employ an “external brain” or “self-organize” for the design team. Outer brain can help a company break its own constraints and launch new products on the market, but the controllability is poor, the “outsourcing service” in China is still in its infancy, and the standards for evaluating design outsourcing have yet to be established; establish the company’s own design team. Although it is more conducive to the enterprise’s overall development in the future, it faces challenges such as workers’ lack of understanding of design, design’s lack of understanding of the type of work, being severely limited by the industry, high research and development costs, and a long input-output cycle.Colleges and universities, on the other hand, continue to lag behind in terms of ideas and concepts for cultivating cultural industry talent, and the development of cultural industry disciplines has yet to gain adequate national attention. The following are some of the causes, according to a study done by the Cultural Industry Research Center of China’s Communication University:(1)
Relevant majors’ teaching resources and disciplinary advantages are uneven, and academic support and discipline are not reasonable(2)
The current bottleneck impeding the development of our country’s cultural sector is a scarcity of high-end cultural industry talent(3)
The cultural industry’s framework system, ownership dilemma, and curriculum system, among other things, have not been resolved(4)
Theory and practice are intertwined in cultural industry


## 3. Integration of Cultural and Creative Resources Based on Data Mining Technology

### 3.1. Data Mining

The practice of obtaining useful information from large amounts of data is known as data mining [1, 2]. Data mining, in technical terms, is the process of extracting information from a vast number of fuzzy, random, incomplete, noisy data gathered from practical applications that cannot be retrieved directly that people are unaware of in advance, but that has hidden value. In terms of commercial applications, data mining entails doing data engineering on large amounts of business data stored in commercial databases, as well as applying analysis techniques such as modeled data processing and extract methods to aid business decision-making.In data mining, there are three main study directions.(1)
Traditional statistical theory and methods are used in data mining [3, 4]. Statistics analyze data collecting, data analysis, and models in the process of data mining and employ random variables and the probability distribution of random variables to explain the behavior characteristics of target objects(2)
Create and explore new machine learning algorithms [5–7] to solve existing algorithms’ computational bottlenecks. Machine learning is primarily concerned with the study of computer algorithms that make intelligent decisions based on large amounts of data [8](3)
Combine database knowledge discovery applications (KDD) with web database systems to fully exploit web databases’ rich resources [9, 10]Data mining encompasses a variety of techniques such as data characterisation [11], cluster analysis [12, 13], association analysis [14], classification and regression [15, 16], and outlier analysis [17, 18]. The four main steps of data mining are as follows: First, define the purpose and direction of data mining by clarifying the objective of mining, clarifying the data orientation prior to executing the experiment, and clarifying the goal and direction of data mining. Clean the acquired data in the second stage, data processing, which includes removing outliers and filling in missing values, data normalization, and proper feature engineering, among other things. The third step, model training, is to choose a machine learning algorithm that is appropriate for the data and the purpose of data mining and to train the model on the separated training samples. The fourth step, model explanation, is to use statistical knowledge to explain the results based on the model training results.


### 3.2. LightGBM Data Model

On the basis of the conventional XGBoost model [20], the LightGBM algorithm [19] has made a number of enhancements, notably the following points:
(1)
The histogram approach should be used instead of the presorted data structure. The discretization concept serves as the foundation of the histogram algorithm. Before anything more is done with the continuous eigenvalues, they are discretized intok integers with equal probability of values and then abstracted into a histogram with a width equal to the number of values in the continuous eigenvalues. Because the probability value of each block in the histogram is the same and because the discrete value of histogram segmentation is the same, traverse the histogram to locate the ideal segmentation point according to the discrete value. When compared to the presorting method, the histogram algorithm takes up less memory space. Figure 1 illustrates the fundamental premise of the histogram algorithm(2)
Use a leaf-wise growth approach in conjunction with a depth constraint. Instead of dividing the same layer feature by layer as in the layer-wise development strategy (level-wise approach), the cotyledon growth method divides the leaf that will yield the most gain after splitting from all of the end leaves each time and then continues after splitting. As a result, in the case of the same number of repeats, the cotyledon growth approach can decrease more errors and achieve higher accuracy than the alternative. The LightGBM algorithm restricts the iterative depth in order to avoid overfitting caused by the infinite rise in the cotyledon growth depth. This prevents overfitting from occurring. This strategy has no effect on the accuracy of the model and really improves its generalization capabilities. Figure2 shows the leaf-wise tree growth. Figure 3 shows the level-wise tree growth(3)
The independent feature merging algorithm (EFB) is used to handle the problem of sparse data, to tackle the problem that when dealing with sparse data the histogram approach is not as good as the presorting method, and to lower the feature dimension when selecting split points(4)
Gradient-based One-Side Sampling (GOSS) is used for sampling, and the sampling method is trained based on the single gradient of a specific feature of the sample, which is taken into consideration when calculating the weight of the sample. It is necessary to select the first c1X 100% larger gradient values as the training samples of large gradient values; then randomly select c2X100 % from the remaining (1-c1) x % values as the training samples of small gradient values; and amplify the result by (1-c1)/c2 times when calculating the information gain of the gradient value. On the one hand, this sampling approach will not alter the overall state of the data set, guaranteeing that the tiny gradient data is trained while maintaining the accuracy and training speed of the model; on the other hand, this sample strategy will make the model more diversified and generalizableFigure 1
Histogram algorithm.Figure 2
Leaf-wise tree growth.Figure 3
Level-wise tree growth.As a whole, LightGBM is a highly improved version of the GBDT algorithm. The LightGBM algorithm employs the histogram algorithm as well as a tree generation strategy that grows from leaf nodes. It also employs the gradient unilateral sampling method to improve the sampling of the training sample set, thereby reducing the number of sample points and ensuring that the small gradient data can be trained; the exclusive feature bundling algorithm reduces the dimension of feature splitting; and the exclusive feature splitting algorithm reduces the dimension of feature splitting. Comparing the LightGBM algorithm to the GBDT algorithm, these enhancements result in the LightGBM approach having the advantages of rapid training time, high model correctness, and excellent generalization ability.


### 3.3. Conceptual Model of Cultural Industry Resource Integration Based on Data Mining

The “red ocean” of stated demands is no longer enough for people in today’s world. They have instead resorted to the “blue ocean” of hidden needs for satisfaction and fulfillment. A subconscious, unexpressed, psychological condition and state that is formed by consumers working on human senses through external goods and stimuli in order to acquire a specific level of spiritual satisfaction, but which can meet or even exceed people’s expectations appeal. Finding this “blue ocean” and meeting people’s needs more thoughtfully are essential to assisting enterprises, and governments achieve their strategic development goals faster, better, and more consistently, as well as promoting economic development. To do so, it is necessary to continuously integrate resources, which will be in various stages of development. A controllable or usable resource set of pan-resources is formed as a result of the orderly reorganization of the uneven distribution of various soft resources, such as human resources, market resources, organizational resources, and intellectual property resources, as well as hard resources (tangible material resources).From the perspective of the pan-product development process based on pan-resources, the integration of core product families, auxiliary product families, and supporting product families into pan-products is the integration of pan-resources such as material resources and knowledge resources. The integration of material resources is a simple behavior integration, and the integration of knowledge resources is essentially the integration of talents, which is a very complex behavior integration, as shown in Figure4.Figure 4
Conceptual model of cultural industry resource integration based on data mining.


## 3.1. Data Mining

The practice of obtaining useful information from large amounts of data is known as data mining [1, 2]. Data mining, in technical terms, is the process of extracting information from a vast number of fuzzy, random, incomplete, noisy data gathered from practical applications that cannot be retrieved directly that people are unaware of in advance, but that has hidden value. In terms of commercial applications, data mining entails doing data engineering on large amounts of business data stored in commercial databases, as well as applying analysis techniques such as modeled data processing and extract methods to aid business decision-making.In data mining, there are three main study directions.(1)
Traditional statistical theory and methods are used in data mining [3, 4]. Statistics analyze data collecting, data analysis, and models in the process of data mining and employ random variables and the probability distribution of random variables to explain the behavior characteristics of target objects(2)
Create and explore new machine learning algorithms [5–7] to solve existing algorithms’ computational bottlenecks. Machine learning is primarily concerned with the study of computer algorithms that make intelligent decisions based on large amounts of data [8](3)
Combine database knowledge discovery applications (KDD) with web database systems to fully exploit web databases’ rich resources [9, 10]Data mining encompasses a variety of techniques such as data characterisation [11], cluster analysis [12, 13], association analysis [14], classification and regression [15, 16], and outlier analysis [17, 18]. The four main steps of data mining are as follows: First, define the purpose and direction of data mining by clarifying the objective of mining, clarifying the data orientation prior to executing the experiment, and clarifying the goal and direction of data mining. Clean the acquired data in the second stage, data processing, which includes removing outliers and filling in missing values, data normalization, and proper feature engineering, among other things. The third step, model training, is to choose a machine learning algorithm that is appropriate for the data and the purpose of data mining and to train the model on the separated training samples. The fourth step, model explanation, is to use statistical knowledge to explain the results based on the model training results.


## 3.2. LightGBM Data Model

On the basis of the conventional XGBoost model [20], the LightGBM algorithm [19] has made a number of enhancements, notably the following points:
(1)
The histogram approach should be used instead of the presorted data structure. The discretization concept serves as the foundation of the histogram algorithm. Before anything more is done with the continuous eigenvalues, they are discretized intok integers with equal probability of values and then abstracted into a histogram with a width equal to the number of values in the continuous eigenvalues. Because the probability value of each block in the histogram is the same and because the discrete value of histogram segmentation is the same, traverse the histogram to locate the ideal segmentation point according to the discrete value. When compared to the presorting method, the histogram algorithm takes up less memory space. Figure 1 illustrates the fundamental premise of the histogram algorithm(2)
Use a leaf-wise growth approach in conjunction with a depth constraint. Instead of dividing the same layer feature by layer as in the layer-wise development strategy (level-wise approach), the cotyledon growth method divides the leaf that will yield the most gain after splitting from all of the end leaves each time and then continues after splitting. As a result, in the case of the same number of repeats, the cotyledon growth approach can decrease more errors and achieve higher accuracy than the alternative. The LightGBM algorithm restricts the iterative depth in order to avoid overfitting caused by the infinite rise in the cotyledon growth depth. This prevents overfitting from occurring. This strategy has no effect on the accuracy of the model and really improves its generalization capabilities. Figure2 shows the leaf-wise tree growth. Figure 3 shows the level-wise tree growth(3)
The independent feature merging algorithm (EFB) is used to handle the problem of sparse data, to tackle the problem that when dealing with sparse data the histogram approach is not as good as the presorting method, and to lower the feature dimension when selecting split points(4)
Gradient-based One-Side Sampling (GOSS) is used for sampling, and the sampling method is trained based on the single gradient of a specific feature of the sample, which is taken into consideration when calculating the weight of the sample. It is necessary to select the first c1X 100% larger gradient values as the training samples of large gradient values; then randomly select c2X100 % from the remaining (1-c1) x % values as the training samples of small gradient values; and amplify the result by (1-c1)/c2 times when calculating the information gain of the gradient value. On the one hand, this sampling approach will not alter the overall state of the data set, guaranteeing that the tiny gradient data is trained while maintaining the accuracy and training speed of the model; on the other hand, this sample strategy will make the model more diversified and generalizableFigure 1
Histogram algorithm.Figure 2
Leaf-wise tree growth.Figure 3
Level-wise tree growth.As a whole, LightGBM is a highly improved version of the GBDT algorithm. The LightGBM algorithm employs the histogram algorithm as well as a tree generation strategy that grows from leaf nodes. It also employs the gradient unilateral sampling method to improve the sampling of the training sample set, thereby reducing the number of sample points and ensuring that the small gradient data can be trained; the exclusive feature bundling algorithm reduces the dimension of feature splitting; and the exclusive feature splitting algorithm reduces the dimension of feature splitting. Comparing the LightGBM algorithm to the GBDT algorithm, these enhancements result in the LightGBM approach having the advantages of rapid training time, high model correctness, and excellent generalization ability.


## 3.3. Conceptual Model of Cultural Industry Resource Integration Based on Data Mining

The “red ocean” of stated demands is no longer enough for people in today’s world. They have instead resorted to the “blue ocean” of hidden needs for satisfaction and fulfillment. A subconscious, unexpressed, psychological condition and state that is formed by consumers working on human senses through external goods and stimuli in order to acquire a specific level of spiritual satisfaction, but which can meet or even exceed people’s expectations appeal. Finding this “blue ocean” and meeting people’s needs more thoughtfully are essential to assisting enterprises, and governments achieve their strategic development goals faster, better, and more consistently, as well as promoting economic development. To do so, it is necessary to continuously integrate resources, which will be in various stages of development. A controllable or usable resource set of pan-resources is formed as a result of the orderly reorganization of the uneven distribution of various soft resources, such as human resources, market resources, organizational resources, and intellectual property resources, as well as hard resources (tangible material resources).From the perspective of the pan-product development process based on pan-resources, the integration of core product families, auxiliary product families, and supporting product families into pan-products is the integration of pan-resources such as material resources and knowledge resources. The integration of material resources is a simple behavior integration, and the integration of knowledge resources is essentially the integration of talents, which is a very complex behavior integration, as shown in Figure4.Figure 4
Conceptual model of cultural industry resource integration based on data mining.


## 4. Experiment

### 4.1. Cultural Industry Pan-Resource Integration Model Experiment

The integration of cultural industry resources might follow the modern cultural industry development model of urban comprehensive multifunctional integration, which is becoming increasingly popular nowadays. Through the integration of industrial chain resources, it can be used to promote cultural enterprises to strengthen cooperation and corporate reorganization; while enhancing the brand of cultural enterprises, it can be used to discover hidden needs and open up new domestic markets; and while integrating resources and integrating global resources, it can be used to improve the competitiveness of enterprises. As illustrated in Figure5, the integration mode is used.Figure 5
Cultural industry integration model.This study constructs an index system of the overall competitiveness and influencing factors of cultural and creative industries in a province based on the classic evaluation index system of cultural industry competitiveness. Taking into consideration the theory and connotation of cultural creativity, 16 specific indicators are constructed, including 5 categories, and the construction of the indicator system is shown in Table1.Table 1
Indicator system.
Main target layerSubtarget layerIndex factor layerFactors of productionCultural infrastructurex1 urbanization levelTechnology R&D Resourcesx2 number of patent approvalsHuman resource costx3 number of college graduatesCapital positionx4 utilize foreign direct investmentDemand situation factorsProducer demandx5 total output of cultural and creative industriesIncome statusx6 GDP per capitaConsumer demandAverage consumption level ofx7 residentsRelated and supporting industriesCultural entrepreneurship industry service industry developmentx8 stationery, equipment, and related cultural products for saleCultural and creative industry developmentx9 cultural and creative industry output added valueUpstream related manufacturing industries in the cultural and creative industry chainx10 cultural and creative industries. Total upstream related industriesRelevant manufacturing industries downstream of the cultural and creative industry chainx11 total tourism revenueCorporate strategy and peer competitionCultural market opennessx12 the proportion of total output of cultural and creative industries in GDPGovernment actionEducation spendingx13 total expenditure on educationPublic utility spendingx14 amount of investment in fixed assets of public management and social organizationsCultural spendingx15 amount of investment in fixed assets of cultural undertakingsOther related business expensesFixed asset investment in services such asx16 information transmissionThe data from each evaluation index in the index system is gathered, and the SPSS17.0 software is used to conduct a comprehensive analysis of the influencing factors of a province’s competitiveness in cultural and creative industries, as shown in Table2.Table 2
Correlation coefficient matrix.
1234567891011121314151621.003.9431.004.921.8681.005.906.657.8761.006.876.746.769.8651.007.889.845.954.789.8791.008.834..789.865.834.887.7651.009.786.567.686.911.788.787.8761.0010.746.854.765.888.779.844.777.8651.0011.848.776.578.689.658.687.657.786.7541.0012.843.712.954.654.735.578.668.676.657.6781.0013.567.452.548.556.732.865.657.785.533.656.7651.0014.475.547.865.548.560.765.545.678.546.742.654.6571.0015.645.545.788.651.532.637.456.577.765.435.454.768.7651.0016.721.652.697.458.631.578.432.650.721.654.654.865.678.5531.00The number of factors and the factor loading matrix were determined using the principal component analysis method, and the overall score of the competitiveness of a province’s cultural entrepreneurship industry was obtained. Table3 contains the specifics.Table 3
Analysis of the competitiveness of cultural entrepreneurship industry in a province from 2010 to 2019.
2010201120122013201420152016201720182019-4.12-3.23-2.54-1.320.431.433.324.544.875.15In light of the experimental findings, we can infer the following conclusions:(1)
The cultural industry park is a platform for integration. Cultural industry parks are a new sort of cultural enterprise collection that focuses on both cultural and industrial growth. It is necessary to break the traditional concept and institutional mechanism that the government directly undertakes cultural enterprises or cultural industry parks, introduce modern enterprise management concepts in the process of park construction, make full use of the market economy to optimize the allocation of cultural enterprise resources, and integrate the upstream and downstream industry chains with leading cultural enterprises. The enterprises that are established are attracted to enter the park with preferential policies, so as to attract investment in the park. Cultural industry park should comprise high-tech support, financial and related service sectors, cultural industry product production, tourism agencies, and information consulting and other intermediate agencies(2)
In resource integration model based on industry Chain, in the industrial chain concept, capital is the link, and enterprise groups are the organizational model for resource integration. In order to increase the market, expand the product market share of cultural businesses, attract talents, and cut costs, the integration process should not just focus on local cultural enterprises. Resource integration of the cultural industry chain can help build cultural industry clusters(3)
Cultural businesses are small-scale and lack physical assets, according to the “industry-business-finance” resource integration paradigm. Cultural businesses and goods face challenges such as determining the value of copyright assets, identity, and transactions, as well as obtaining bank financing. In this sense, our country’s cultural enterprises can learn from Japan’s “industry-business-finance” model, which mixes industry, commerce, and finance. This system’s primary enterprise is an integrated business corporation. Japan’s general trading company is a comprehensive trading joint investment organization. It uses trading as a platform to introduce people to the sector while also providing financial services. But it is not a bank. It acts as an investment bank and finances the affiliated SMEs. It helps the affiliated SMEs sell their products as well as provide funding. Many cities in our country have established cultural industry investment corporations, intending to accomplish intensive development through resource integration, innovate cultural industry investment and financing methods, and encourage the sector’s leap-forward development(4)
The nature of culture is one of openness and compatibility. As a result, the creative industry can also adopt a mode of development that is compatible with both local and foreign resources. Local resources can be developed independently, and foreign resources can be introduced under the coordination and compatibility principle with local cultural resources (including intellectual property rights), all of which can be used by the cultural industry. We should pay more attention to and expand our cooperation with foreign cultures in the context of economic globalization. First, we must fully consider the cultural product needs and consumption habits of consumers in various regions, highlight the characteristics of cultural products, and strengthen domestic and international cultural products. The second step is to actively implement the “going out” strategy, strengthen cultural industry cooperation with developed countries, and establish a national cultural industry export base(5)
A resource integration model for the cultural industry network. The cultural industry network resource integration model combines the features of the preceding four models, places business processes at the center, integrates pan-resources, and is used by leading enterprises to improve industrial network control. The elements of the industrial chain and the mode of operation of the cultural industry are changing as a result of the influence of integrated value-added integrated communication, and new profit models are constantly emerging. The same effect is visible not only in the field of online publishing but also in digital entertainment and other fields to achieve integrated value-added integrated communication; the resulting digital supply chain is impacting the outdated entertainment industry production and distribution system


### 4.2. Cultural Industry Resource Integration Path Experiment

Based on the data mining model, the following suggestions on the integration path of cultural industry resources are put forward:(1)
Establish a distinctive development model by integrating relevant inter-industry resources. To begin, combine the characteristics of the cultural industry’s own resources; fully exploit the advantages of location, talent, technology, and other factors; tap potential resources; integrate existing resources between related industries; and straighten out the various links in the cultural industry, the factors of production, and the relationship between the cultural industry and other related industries to promote sustainable development. Create a modernized cultural industry development model that integrates urban, comprehensive, and multifunctional integration; realizes large-scale, intensive, and professional cultural industry development; and builds a strong city with cultural industry characteristics, in combination with the cultural industry resource integration model. Second, the collaborative development of the cultural and other industries should be encouraged(2)
Strengthen the construction of cultural industry parks, and encourage the growth of each node in a coordinated manner. To achieve resource sharing, functional complementarity, and development linkage between parks, the cultural industry parks should have a clear positioning, establish cultural industries suitable for the region’s comparative advantages, and achieve characteristic development, information sharing, park standard docking mechanism, integration of facilities, technology, talents, and other resources between parks; and the third is to speed up the construction of key p Through project building, the industrial cluster area will support industrial adjustment, industrial upgrading, and ultimately the formation of a new economic growth point(3)
It is essential to vigorously nurture cultural industry experts, establish an industry-university-research mutual assistance mechanism for cultural industry development, and cultivate compound professionals. Universities should be guided by market demand, cultivate cultural industry professionals in advance, and form teaching alliances with local cultural industry parks, using methods such as cooperative talent training and joint establishment of R&D centers, among others, to transform them into practice bases integrating teaching and scientific research(4)
Develop an industrial service platform and improve the supporting policy system. Research and establish strategies to encourage the development of the cultural industry as quickly as possible. The government has increased policy support for cultural industries, parks, finance, taxation, finance, investment, industry, talents, and the environment by creating a relaxed institutional environment, accelerated the construction of key cultural industry projects, and encouraged and supported private capital through sole proprietorship, joint venture, shareholding, franchise, and other ways to enter the field of cultural industry by creating a relaxed institutional environment. Build a cultural industry service platform, diligently implement various government preferential policies, design implementation regulations, deliver policy presentations, arrange door-to-door counseling, and provide active, convenient, and efficient services(5)
Diversify investment and finance channels. In recent years, autonomous financial innovation has become the norm in the creative sectors. From China Merchants Bank’s pioneering unsecured loan to the four jointly initiated by the Ministry of Finance, Bank of China International Holdings Co., Ltd., China International Television Corporation, and Shenzhen International Cultural Industry Expo and Trade Fair Co., Ltd., the China Cultural Industry Investment Fund has breathed new life into the cultural industry. To establish a business, many young individuals in the cultural industry need a small loan with a high bank risk. The government should encourage banks to lend to small and medium-sized cultural enterprises, and encourage cultural enterprises to invest in equity, financial leasing, bond issuance, trust financing, venture capital funds, mergers and acquisitions funds, and other businesses. Favor effective risk sharing and remuneration, and create a financing pattern that includes finance, credit, money, and other stakeholders


## 4.1. Cultural Industry Pan-Resource Integration Model Experiment

The integration of cultural industry resources might follow the modern cultural industry development model of urban comprehensive multifunctional integration, which is becoming increasingly popular nowadays. Through the integration of industrial chain resources, it can be used to promote cultural enterprises to strengthen cooperation and corporate reorganization; while enhancing the brand of cultural enterprises, it can be used to discover hidden needs and open up new domestic markets; and while integrating resources and integrating global resources, it can be used to improve the competitiveness of enterprises. As illustrated in Figure5, the integration mode is used.Figure 5
Cultural industry integration model.This study constructs an index system of the overall competitiveness and influencing factors of cultural and creative industries in a province based on the classic evaluation index system of cultural industry competitiveness. Taking into consideration the theory and connotation of cultural creativity, 16 specific indicators are constructed, including 5 categories, and the construction of the indicator system is shown in Table1.Table 1
Indicator system.
Main target layerSubtarget layerIndex factor layerFactors of productionCultural infrastructurex1 urbanization levelTechnology R&D Resourcesx2 number of patent approvalsHuman resource costx3 number of college graduatesCapital positionx4 utilize foreign direct investmentDemand situation factorsProducer demandx5 total output of cultural and creative industriesIncome statusx6 GDP per capitaConsumer demandAverage consumption level ofx7 residentsRelated and supporting industriesCultural entrepreneurship industry service industry developmentx8 stationery, equipment, and related cultural products for saleCultural and creative industry developmentx9 cultural and creative industry output added valueUpstream related manufacturing industries in the cultural and creative industry chainx10 cultural and creative industries. Total upstream related industriesRelevant manufacturing industries downstream of the cultural and creative industry chainx11 total tourism revenueCorporate strategy and peer competitionCultural market opennessx12 the proportion of total output of cultural and creative industries in GDPGovernment actionEducation spendingx13 total expenditure on educationPublic utility spendingx14 amount of investment in fixed assets of public management and social organizationsCultural spendingx15 amount of investment in fixed assets of cultural undertakingsOther related business expensesFixed asset investment in services such asx16 information transmissionThe data from each evaluation index in the index system is gathered, and the SPSS17.0 software is used to conduct a comprehensive analysis of the influencing factors of a province’s competitiveness in cultural and creative industries, as shown in Table2.Table 2
Correlation coefficient matrix.
1234567891011121314151621.003.9431.004.921.8681.005.906.657.8761.006.876.746.769.8651.007.889.845.954.789.8791.008.834..789.865.834.887.7651.009.786.567.686.911.788.787.8761.0010.746.854.765.888.779.844.777.8651.0011.848.776.578.689.658.687.657.786.7541.0012.843.712.954.654.735.578.668.676.657.6781.0013.567.452.548.556.732.865.657.785.533.656.7651.0014.475.547.865.548.560.765.545.678.546.742.654.6571.0015.645.545.788.651.532.637.456.577.765.435.454.768.7651.0016.721.652.697.458.631.578.432.650.721.654.654.865.678.5531.00The number of factors and the factor loading matrix were determined using the principal component analysis method, and the overall score of the competitiveness of a province’s cultural entrepreneurship industry was obtained. Table3 contains the specifics.Table 3
Analysis of the competitiveness of cultural entrepreneurship industry in a province from 2010 to 2019.
2010201120122013201420152016201720182019-4.12-3.23-2.54-1.320.431.433.324.544.875.15In light of the experimental findings, we can infer the following conclusions:(1)
The cultural industry park is a platform for integration. Cultural industry parks are a new sort of cultural enterprise collection that focuses on both cultural and industrial growth. It is necessary to break the traditional concept and institutional mechanism that the government directly undertakes cultural enterprises or cultural industry parks, introduce modern enterprise management concepts in the process of park construction, make full use of the market economy to optimize the allocation of cultural enterprise resources, and integrate the upstream and downstream industry chains with leading cultural enterprises. The enterprises that are established are attracted to enter the park with preferential policies, so as to attract investment in the park. Cultural industry park should comprise high-tech support, financial and related service sectors, cultural industry product production, tourism agencies, and information consulting and other intermediate agencies(2)
In resource integration model based on industry Chain, in the industrial chain concept, capital is the link, and enterprise groups are the organizational model for resource integration. In order to increase the market, expand the product market share of cultural businesses, attract talents, and cut costs, the integration process should not just focus on local cultural enterprises. Resource integration of the cultural industry chain can help build cultural industry clusters(3)
Cultural businesses are small-scale and lack physical assets, according to the “industry-business-finance” resource integration paradigm. Cultural businesses and goods face challenges such as determining the value of copyright assets, identity, and transactions, as well as obtaining bank financing. In this sense, our country’s cultural enterprises can learn from Japan’s “industry-business-finance” model, which mixes industry, commerce, and finance. This system’s primary enterprise is an integrated business corporation. Japan’s general trading company is a comprehensive trading joint investment organization. It uses trading as a platform to introduce people to the sector while also providing financial services. But it is not a bank. It acts as an investment bank and finances the affiliated SMEs. It helps the affiliated SMEs sell their products as well as provide funding. Many cities in our country have established cultural industry investment corporations, intending to accomplish intensive development through resource integration, innovate cultural industry investment and financing methods, and encourage the sector’s leap-forward development(4)
The nature of culture is one of openness and compatibility. As a result, the creative industry can also adopt a mode of development that is compatible with both local and foreign resources. Local resources can be developed independently, and foreign resources can be introduced under the coordination and compatibility principle with local cultural resources (including intellectual property rights), all of which can be used by the cultural industry. We should pay more attention to and expand our cooperation with foreign cultures in the context of economic globalization. First, we must fully consider the cultural product needs and consumption habits of consumers in various regions, highlight the characteristics of cultural products, and strengthen domestic and international cultural products. The second step is to actively implement the “going out” strategy, strengthen cultural industry cooperation with developed countries, and establish a national cultural industry export base(5)
A resource integration model for the cultural industry network. The cultural industry network resource integration model combines the features of the preceding four models, places business processes at the center, integrates pan-resources, and is used by leading enterprises to improve industrial network control. The elements of the industrial chain and the mode of operation of the cultural industry are changing as a result of the influence of integrated value-added integrated communication, and new profit models are constantly emerging. The same effect is visible not only in the field of online publishing but also in digital entertainment and other fields to achieve integrated value-added integrated communication; the resulting digital supply chain is impacting the outdated entertainment industry production and distribution system


## 4.2. Cultural Industry Resource Integration Path Experiment

Based on the data mining model, the following suggestions on the integration path of cultural industry resources are put forward:(1)
Establish a distinctive development model by integrating relevant inter-industry resources. To begin, combine the characteristics of the cultural industry’s own resources; fully exploit the advantages of location, talent, technology, and other factors; tap potential resources; integrate existing resources between related industries; and straighten out the various links in the cultural industry, the factors of production, and the relationship between the cultural industry and other related industries to promote sustainable development. Create a modernized cultural industry development model that integrates urban, comprehensive, and multifunctional integration; realizes large-scale, intensive, and professional cultural industry development; and builds a strong city with cultural industry characteristics, in combination with the cultural industry resource integration model. Second, the collaborative development of the cultural and other industries should be encouraged(2)
Strengthen the construction of cultural industry parks, and encourage the growth of each node in a coordinated manner. To achieve resource sharing, functional complementarity, and development linkage between parks, the cultural industry parks should have a clear positioning, establish cultural industries suitable for the region’s comparative advantages, and achieve characteristic development, information sharing, park standard docking mechanism, integration of facilities, technology, talents, and other resources between parks; and the third is to speed up the construction of key p Through project building, the industrial cluster area will support industrial adjustment, industrial upgrading, and ultimately the formation of a new economic growth point(3)
It is essential to vigorously nurture cultural industry experts, establish an industry-university-research mutual assistance mechanism for cultural industry development, and cultivate compound professionals. Universities should be guided by market demand, cultivate cultural industry professionals in advance, and form teaching alliances with local cultural industry parks, using methods such as cooperative talent training and joint establishment of R&D centers, among others, to transform them into practice bases integrating teaching and scientific research(4)
Develop an industrial service platform and improve the supporting policy system. Research and establish strategies to encourage the development of the cultural industry as quickly as possible. The government has increased policy support for cultural industries, parks, finance, taxation, finance, investment, industry, talents, and the environment by creating a relaxed institutional environment, accelerated the construction of key cultural industry projects, and encouraged and supported private capital through sole proprietorship, joint venture, shareholding, franchise, and other ways to enter the field of cultural industry by creating a relaxed institutional environment. Build a cultural industry service platform, diligently implement various government preferential policies, design implementation regulations, deliver policy presentations, arrange door-to-door counseling, and provide active, convenient, and efficient services(5)
Diversify investment and finance channels. In recent years, autonomous financial innovation has become the norm in the creative sectors. From China Merchants Bank’s pioneering unsecured loan to the four jointly initiated by the Ministry of Finance, Bank of China International Holdings Co., Ltd., China International Television Corporation, and Shenzhen International Cultural Industry Expo and Trade Fair Co., Ltd., the China Cultural Industry Investment Fund has breathed new life into the cultural industry. To establish a business, many young individuals in the cultural industry need a small loan with a high bank risk. The government should encourage banks to lend to small and medium-sized cultural enterprises, and encourage cultural enterprises to invest in equity, financial leasing, bond issuance, trust financing, venture capital funds, mergers and acquisitions funds, and other businesses. Favor effective risk sharing and remuneration, and create a financing pattern that includes finance, credit, money, and other stakeholders


## 5. Conclusion

The integration of cultural and creative industry resources based on data mining demonstrates that, in the face of continuous technological progress, the cultural and creative industry is based on skills, wisdom, and talent and that it continuously creates and improves traditional cultural resources through high-tech means, resulting in high added value. Its main characteristics are high knowledge agglomeration, deep integration, and high value-added. Large cultural enterprises are regarded as the leaders in this study, with cultural industry parks serving as the carriers of industrial clusters. Integrate resources from within and outside the industry to create a fairly complete cultural industry chain. The integration of cultural industry resources should start with the business process; then integrate pan-resources, and use it for leading enterprises to increase the control power of the industrial network. By creating a loose institutional environment, the government strengthens support for cultural enterprises and promotes the overall competitiveness of our country’s cultural industry.



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*Source: 7240936-2022-04-01.xml*