In our analysis we recognise that adjacent to the strategic focus sectors are several complementary sectors whose convergence into the Creative Industries is very significant to emergent business models, for example the growing role of mobile phone network operators and handset manufacturers in the marketing and distribution of music and video. New initiatives like Nokia’s “Comes with Music” go beyond the simple distribution of music and represent a new model for consumer consumption with implications that flow back into the core industry.

Content offerings now form a key part of these business sectors’ value-added strategies. Other examples include network operators like internet service providers (ISPs), cable network companies and consumer electronics manufacturers like Sony Electronics and Apple. The growth of platforms like iTunes or PlayStation is integral to the growth of the digital content industries. It is still possible to make clear distinctions between those businesses closely associated with creative development and production and those who are becoming more involved in distribution. Although distribution activities remain outside of the Creative Industries, they are key enablers of new business models and technologies, and convergence is likely to increase.

The audience for Technology Strategy Board interventions will encompass the value chain and the evolving ecologies of players who are central to the future growth of the sector. These players include, as appropriate, individuals or organisations that:

• originate the creative work;
• commercialise or provide the route to market for the creative work;
• deliver a service based on exploiting the creative work or forms part of its immediate supply chain; and
• provide the specific technology or infrastructure within which creative industry companies operate.