創新行為與品牌行銷策略對其經營績效影響之研究─以文化創意產業之表演與出版創作組織為例

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Please use this identifier to cite or link to this item: https://tkuir.lib.tku.edu.tw/dspace/handle/987654321/33271

Title:	創新行為與品牌行銷策略對其經營績效影響之研究─以文化創意產業之表演與出版創作組織為例
Other Titles:	The effect on business performance of innovation behaviors and brand marketing strategies - by example of culture creative industries and publishing organizations
Authors:	薛國偉;Xue, Guo-wei
Contributors:	淡江大學管理科學研究所企業經營碩士在職專班洪英正;Hung, Ying-cheng
Keywords:	文化創意產業;創新行為;品牌行銷策略;經營績效;culture and creative industry;innovative behavior;brand marketing strategy;busuness performance
Date:	2008
Issue Date:	2010-01-11 03:49:16 (UTC+8)
Abstract:	未來學大師Toffler(1980)提出「誰佔領了創意的制高點，誰就能控制全球，主宰21世紀商業命脈的將是創意！」，文化創意產業，全球正當紅!。政府於2002年6月提出「挑戰2008國家重點發展計畫」，宣示了文化創意產業為台灣未來重要的策略性產業。在台灣面臨全球化浪潮的席捲下，正步入全球均質的危機當中，若無法建構屬於臺灣特色文化，以做為全球化下識別的符碼（陳其南，2002），臺灣的國際文化產業競爭力是很難發展成具競爭力的產業規模。業者如何利用己身的優勢條件，創造出產業的績效和產值，進而形塑產業的競爭優勢，是目前最主要的任務。本研究主要目的在於文化創意產業業者如何應用創新及品牌行銷，來進行經營績效評估並提出建議。本研究採個案研究，以表演藝術類及音樂出版類為樣本，深入訪談業界四家經營階層，將所得資料分析研究評估出其經營績效，期能對未來有意經營文化創意產業者提供經營面可參考的命題如下：命題一：文化創意產業組織的發展需要兼顧經營管理與創新研發兩者之間的平衡。命題二：企業規模大小與創新行為優劣，沒有絕對的關係。命題三：文化品牌塑造的成功與否，會關係到經營績效的績效彰顯程度大小。命題四：經營管理上選擇不同的市場策略，將影響經營績效評估的方向與方式。命題五：產業的品牌經營績效，會決定企業的組織差異化程度。 The renowned futurologist, Toffler(1980), pointed out that the man who assumes the high ground of originality controls the world. Originality will dominate the business lifeline in 21st century. The culture and creative industry is the world’s hottest industry nowadays. In June 2002, the government proposed the “Challenge-2008 National Development Focal Program” to acknowledge that the culture and creative industry is one of the important strategic industries in Taiwan for the future. When facing the trend of globalization, Taiwan has been approaching the crisis of homogenization. If Taiwan cannot build its own culture with unique features as an identifier under globalization (Chen, 2002), it will be difficult to develop a competitive industrial scale for its competitiveness in the international culture industry. How enterprises in the industry capitalize on their own advantages to create performance and output value for the industry, and then further develop the industrial competitive edge, is the most critical task at present. This study aims to explore how enterprises in the culture and creative industry may apply innovation and brand marketing to appraise their operating performance, and accordingly provides suggestions. Enterprises of artistic performing and music publishing industries are sampled for case studies. The management of four enterprises are interviewed. The data received is analyzed to appraise their performance. We hope to provide enterprises that intend to enter the culture and creative industry with some proposition concerning business operation for their reference, which are shown as follows: Proposition 1:In terms of the organizational development of the culture and creative industry, enterprises need to give consideration to the balance between management and innovative development. Proposition 2:There exists no absolute correlation between business scale and innovative behavior. Proposition 3:Successful cultural brand establishing has an impact on the degree of operating performance. Proposition 4:Different marketing strategy chosen for management will influence the direction and manner of operating performance appraisal. Proposition 5:The degree of organizational difference between enterprises is determined by the performance of brand management.
Appears in Collections:	[Department of Management Sciences] Thesis

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