| 摘要: | 近年，台灣的表演藝術團體受到金融風暴的席捲、休閒娛樂多選擇的競爭和人們尚未有買票欣賞表演的習慣等外在環境的衝擊，以及專業的藝術行銷管理人才缺乏的內部因素，而面臨經營困難的危機。因此，許多表演藝術團體開始有各種策略來因應，如：跨界合作、加入多媒體影音、教學、出版、延伸附屬團體等，藉此獲得更多資源，也可提升競爭力來拓展觀眾群。品牌的價值在於他掌握了消費者的忠誠度，為了塑造表演藝術團體的品牌價值來使消費者認同，所使用的「品牌策略」便是要素之一。因此，本研究將透過質性研究方法中的「個案研究法」，以具代表性的表演藝術團體－台北愛樂合唱團、采風樂坊、紙風車劇團、果陀劇場－為個案，採用Kotler等學者的品牌策略遑論和產品組合決策，擬定出「表演藝術團體品牌策略之分析架構」，藉此架構來探討與比較台灣幾個表演藝術團體所運用的品牌策略，並嘗試將分析結果建立通論。從分析架構內的主要兩個構面：研究個案的「品牌名稱」和「產品類別」分析出，台北愛樂合唱團為「產品線延伸與副品牌」、采風樂坊為「產品線延伸與品牌延伸」、紙風車庫劇團為「多品牌」、果陀劇場為「副品牌」，且在產品組合方面，除了果陀劇場僅有「深度」外，其他三個皆包含「深度」與「寬度」。另外，愛樂和紙風車依著產品的不同皆有發展一致性高和低的不同組合，采風的東方器樂劇場與原產品則是一致性較低的，而果陀劇場三個團體的產品是一致性較高的。研究顯示，表演藝術團體所運用的品牌策略會有所不同與組織整個脈絡有關，包含歷史的長短、發展歷程、組織架構、作品特色和經營理念等，甚至是對於未來方向的規畫，都會影響到該表演藝術團體較適合採用何種品牌策略。雖然表演藝術團體本身大多不知道什麼是「品牌策略」，但是其實在其思維中已經懂得在品牌或產品上做變化，以求得更好的發展。本研究結果希望進一步成為其他表演藝術團體在這用品牌策略時的參考，依其本身組織脈絡的不同，選擇有利於發展的品牌策略。
In recent years, Taiwan's performing art groups are affected by the extrinsic environmental impact including the financial turmoil, the competition of multi-choice entertainments, and that people have not had the habit of buying tickets for the performing, as well as the internal factors that is lacking professional art marketing managers, the operational difficulties faced crisis. Therefore, many performing art groups have adopted a variety of strategies, such as: cross-border cooperation, adding multimedia, teaching, publishing, extending affiliated groups and so on, not only to get more resources, but also to enhance their competitiveness to expand their audience.The value of the brand is dependent on the loyalty of consumers. Performing art groups in order to create brand value, the use of "brand strategy" is necessary. Therefore, this study adopted the "case study" of qualitative research methods, and have cares of performing art groups sampled: Taipei Philharmonic Chorus, Chai Found Music Workshop, Paper-windmill Theater, Godot Theatre Company. Combined with Kotler and other scholars' brand strategy theory and product assortment develop the analysis of framework for the brand strategy of performing art groups inorder to discuss and compare with several performing arts groups in Taiwan. Hopefully establish a general theory.The two main aspect of the analysis of framework: "brand name" and "product category" of case studies that to analyze those brand strategy. The Taipei Philharmonic Chorus is using the "Line extension and Sub-brands", Chai Found Music Workshop is using the "Line extension and brand extension," Paper-windmill Theater is using the "Multi-brand," and Godot Theatre Company is using the "Sub-brand". Beside the product assortment of Godot Theatre Company of brand strategies choose the "Depth"; the other three are choosing "Depth" and "Width." In addition, Taipei Philharmonic Chorus and Paper-windmill Theater, according to the different products, have their high or low consistency in product development; "Oriental Instrumental Theater" for Chai Found Music Workshop with the original product is less consistent, but the three groups of Godot Theatre to the products is higher consistency.The results show that the use of the brand strategy for performing art groups will be different, owing to associate with organizational context. Those the length of the history, development, organization, Performance characteristics and business philosophy, and even planning for the future direction, will affect how the performing art groups use brand strategy. Although most of the performing art groups do not know what "brand strategy" is, but already know well enough to change the brand or product. Further, this study hopes to become the reference resources for the use of brand strategy to the other performing art groups, Based on the different of the organization contexts, choose suitable brand strategies for their own development. |
