國立科學工藝博物館社會資源與行銷之結合－以“感性的科工”為主軸探討

The National Science and Technology Museum as a Social Resource: Presenting "Science and Technology with Feeling"

陳淑菁(Shu-Ching Chen)

《科技博物》 4卷3期 (2000/05) Pp. 58-71

https://doi.org/10.6432/TMR.200005.0058

摘要

本文內容主要在介紹布拉福特的博物館行銷理論，並嘗試將社會資源與此行銷理論結合，以便了解博物館在行銷各項工作進行階段所能運用的社會資源。以本館常態性的行銷活動－「感性的科工」音樂會為主軸，從社會資源結合行銷的理論，著手探討本館行銷工作之成效，及本館運用社會資源之現況，最後針對現況，提出本館力有未逮之處，及未來行銷工作之努力方向，供讀者參考。

並列摘要

One. Combining Brafford's Museum Marketing Framework with Social Resources.
Brafford explains that marketing for museums is different from regular commercial marketing. He notes that activities alone are not sufficient as a marketing strategy for museums; as he points out, ”museum marketing forms part of the way an institution is managed.”
Three things are crucial to successful marketing of a museum. These are (1) management of the museum; (2) management of the museum's reputation; and (3) management of the relationship with patrons. As Figure 1 shows, the curator in Brafford's framework plays a central role in the marketing system for the museum, in a position which supports the three parallel lines.
The three elements used here are interrelated. ”Management of the museum” forms the basis for ”management of the museum's reputation” and is the prerequisite for determining ”relations with patrons”.
Once relations with patrons have been established, accurate expenses can be determined and improvements made in museum operations to initiate a positive cycle. As Figure 2 shows, the three elements involved form a 'healthy environment for successful museum marketing'. If one of the three links in this cycle is weak or missing, it will affect the overall operations of the elements, turning it into an 'unhealthy cycle' instead.
Brafford believes that this marketing integrative diagram can be used as a diagnostic tool to assist museums in targeting their activities.
Taking the social resources and mixing in the Brafford marketing framework yields Figure 3, ”Social Resources and the Brafford
Marketing Framework”. This diagram indicates where various social resources can be applied within the Brafford marketing approach.
Two. A Look at the Current Situation in the National Science & Technology Museum
The first concert for ”Science and Technology with Feeling” took place on December 20, 1997, a modest-sized event held inside the NSTM. In 1998 the museum initiated a series of concerts at 3 p.m. every other Saturday in the plaza next to the Public Arts Universe of Stars. The series was officially called the ”Concerts for Science and Technology with Feeling”. By the end of 1999 a total of 36 such concerts had been held, one of the longest- running events in the history of the museum. Here the author looks at this activity in light of the Brafford museum marketing framework and the use of public resources.
1. In the area of 'management of the museum', the event has forged a new image of the museum as one concerned with culture and the arts.
The concert series has proven to be an extremely effective use of plaza space and has provided many hours of relaxation and enjoyment for the public and staffers alike. The emphasis in links to public resources has been in two areas, volunteer workers and work-program students.
2. The effect of the concert on 'management of the museum's reputation' was to attract larger crowds of visitors, in particular those people who liked the music being featured. The public resources used here included media resources, organizational resources, the audience/public, and ticket receipts.
3. In the area of 'management of the relationship with patrons', the museum sought out and found a patron for the series of concerts, the Hwa-hsin Bank. The public resources involved in this aspect of operations were thus a corporate patron and organizational resources.