臺日商業劇團行銷策略之比較

淡江大學機構典藏 > 國際事務學院 > 亞洲研究所 > 學位論文 > Item 987654321/51207

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Title:	臺日商業劇團行銷策略之比較
Other Titles:	The comparison of the marketing strategy between musical theatres in Taiwan and Japan.
Authors:	廖晨志;Liao, Chang-chih
Contributors:	淡江大學亞洲研究所碩士班張務華
Keywords:	果陀劇場;寶塚歌劇場;表演藝術;品牌形象;體驗行銷;關係行銷;SWOT分析;4Ps;Godot Theatre Company;Takarazuka Revue;performance art;Brand Image;experiential marketing;Relationship Marketing;SWOT;4Ps;果陀劇場;宝塚歌劇団;表演芸術;ブランドイメージ;体験マーケティング;関係マーケティング;SWOT分析法;4Ps
Date:	2010
Issue Date:	2010-09-24
Abstract:	台灣在近幾年來開始重視「文化」所帶來的商機，而表演藝術即是一個能充分表現各國「文化」之有效辦法，其中又以戲劇類的表演最能讓大眾所容易接觸。戲劇類表演的產品，不單單只是一齣戲的內容而已，從劇團、演出者的名聲開始，在表演現場面對觀眾的第一線前台服務及現場硬體設備等，甚至是觀眾自己本身，也都可算是產品的一部分。如何吸引與刺激消費者的需求及慾望、如何留住原有觀眾拓展新的群眾，是各大小劇團所努力的方向之一。正因如此，行銷對於現代劇團而言，自然成為了一門不可忽視的工作項目。　　比較起台日的劇團，台灣劇團不管是在資源、觀眾規模甚至是劇團發展的年齡上，與日本劇團實有一段不小的差距，雖然近年來台灣的劇團如雨春筍般的產生，但相對的，亦有許多知名劇團在經營上發生困難。因此，本論文藉由「果陀劇場」與「寶塚歌劇團」的事例研究，探討台日劇團在品牌形象之經營、體驗行銷及關係行銷上等各有其何種相關實例。　　本論文之第一章為緒論。而於第二章開始針對品牌形象、體驗行銷及關係行銷等理論進行探討。再於第三、四章分別探討日本及台灣劇團之行銷策略，並於各章最後進行SWOT分析，以了解所選取之標的其內部之優、劣勢與外部所面臨之機會及威脅。第五章則為結論，提出台灣劇團在長遠的行銷策略上之建議與經營上可更進一步發展之目標。　　最後，從本研究中可發現，劇團若有明確的發展方向與特色的話，將有助於建立其品牌形象。而劇團在軟體方面，需建構對於人材之培育較具規模及一貫性之方針；另外在硬體方面，有無其專屬之表演場地，除了對表演之安排產生影響外，亦會對觀眾觀感或劇團形象產生影響。與觀眾是否有雙向之交流，亦為建立長久之關係的關鍵。　In recent years, business opportunities brought forth by culture have an increasing significance in the Taiwanese market. Performance art is an effective approach in presenting cultures of different countries, of which drama is the most accessible media to the general public. Therefore, through the case study of Godot Theatre Company and Takarazuka Revue, various aspects of brand image management, experiential marketing and relationship marketing of respective company are studied. 　The first chapter in this thesis is the introduction. In the second chapter, theories of brand image, experiential marketing, and relationship marketing are discussed. The third and fourth chapters include discussions and respective SWOT analyses on marketing strategies of Taiwanese and Japanese theatrical companies, in order to understand the advantages and the disadvantages of their internal structures, and the opportunities and threats that the selected target groups may encounter. The fifth chapter is the conclusion, suggesting recommendations on marketing strategy for the Taiwanese theatrical companies on the long- term basis, and goals on operational development. 　Lastly, within the findings of this research, it appears a definite development direction and unique characteristics would aid the theatrical company in its brand image establishment. In aspect of software required for a theatrical company, implementation of personnel training at a larger scale may deem necessary. In respect of equipments and facilities, access to reserved performance venues is not only influential in arranging schedule, but also in audience feedback and company image. Communication in a two-way manner is crucial in establishing permanent relationship with the audience.
Appears in Collections:	[亞洲研究所] 學位論文

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