| 摘要: | 一個事業的創立，需要有前人的實戰經驗，作為市場調查的評估，本研究以臺南市舞蹈短期補習班與所屬舞團作為研究對象，採用質性研究方法，直接訪談、觀察相關資訊、分析整合，並輔以相關文獻作為探討，主要目的在於了解舞蹈短期補習班與舞團兩者之間的關聯性、從組織水平整合及垂直整合中剖析兩者間的共依存關係，並分析將組織內的資源再整合是否能為舞蹈短期補習班及舞團創造更大的效益。最終，從研究之中了解未來開設舞蹈短期補習班及成立舞團，該如何設定經營目標及規劃有效的行銷策略。
從本研究所得之結果，可知對於小型的舞蹈短期補習班和所屬的業餘舞團而言，兩者於人力配置、財務劃分、行銷策略、舞蹈資源共享上皆具有一定程度的關聯性，兩者相輔相成讓彼此有更好的發展。針對人員配置，舞蹈短期補習班可以供應舞團在舞者流失時維持一定的舞者人數，以及舞蹈短期補習班所訓練出的學員也可提供舞團的師資人才。而財務劃分方面，業餘的舞團在申請政府經費上較為困難且門票的收入並無法維持舞團的運作，需要短期補習班的財務支援才能平衡收支。針對行銷策略的應用，在公開演出時，有一定程度的可能性引起觀眾對習舞的興趣，進而促成舞蹈短期補習班的招生，並有機會獲得更多國內外的表演機會。最後在舞蹈資源共享上，學員、觀眾及教師間，能夠滿足供需，創造彼此的需求與機會點。
根據研究發現與結果，建議人力配置方面可以改善小型舞蹈短期補習班和所屬的業餘舞團的行政管理能力，才能提升組織的整體運作效率；建議在行銷策略方面，增加其他通訊工具的應用，規劃年度媒體宣傳排程，才能善用工具，了解受眾群的特性；而政府政策部分，建議扶植計畫可以區分專業舞團及業餘舞團，才能真正符合大環境的需求，共同為推廣、紮根在地化的舞蹈藝術而努力。
Field experience from seniors of a profession, as an evaluation of marketing research, is a prerequisite for successfully starting up a business. This study was conducted in accordance with short-term dance talent classes (cram schools) in Tainan to delve into the correlations between dance schools and dance troupes, from horizontal and vertical structures to their co-dependence, and whether reorganization of resources would benefit both dance schools and dance troupes. The methodology involved the use of interviews, observation, analyses and supporting texts to construct clear goals and effective marketing strategies needed for successful establishment of future dance classes or troupes.
From the data collected, it appeared that for small-scale dance classes and amateur dancers, human resources, separation of finances, marketing strategies and sharing of information had positive correlation to one another in order to achieve positive future outcomes. Regarding human resources, dance classes are able to provide troupes with teaching staff as well as dancers upon dancer absences. Financially, amateur dance troupes face greater difficulty when applying for funds from the government; tickets sales are often also not enough to balance costs to keep the troupe operating. Therefore, troupes often look to dance classes for financial support. As for marketing strategies, public performances are always able to pique interest to learn dance in audiences to some degree, which helps dance classes recruit new members while at the same time awarding the troupes themselves more performance opportunities locally was well as abroad. Finally, the sharing of information provides students, teachers and the audience with both supply and need that creates opportunities for all.
According to the findings, it is suggested that human resources be reorganized to improve the management of small dance classes and their associated dance troupes so that operation efficiency may increase for both. As for marketing, it is suggested that other means of communication be used to plan annual media schedules and better understand the public and the feedback given. Regarding the government, it is wished that projects be provided for both professional and amateur troupes to meet the needs of the current environment and aid in the promotion of local dance art forms and expressions. |
