演藝舞台設計行業的商業模式創新之研究
—以TVBS為例

全球的演出市場呈現快速發展的趨勢，估計未來幾年的現場演唱會市場將更大幅成長，因此帶動演唱會相關技術產業與舞台設計行業的需求量持續增長。近年來因科技的發展、製作模式的創新、以及融媒體所帶來的變化，顛覆傳統的演藝製作的思維。在舞台設計近20年的發展，已由完全實體場景為主的時代，轉變為以數位科技為主、實景為輔的趨勢，舞台設計所涵蓋的相關領域已變得更寬、環境變得更複雜。在新媒體、新娛樂、新技術大環境的衝擊之下，勢必需要走出一條新路，方能在未來的商業生態系統中繼續成長。整體而言，舞台設計越來越呈現其獨特性和獨立性，能夠成為一個單獨的行業和領域，成為整個娛樂產業的重要組成部分。於是，舞台設計的從業者必須去探索新的商業模式，應如何導向產業化、定制化、平台化等，以創造長遠的競爭優勢。本研究以TVBS為例，探索未來的舞台設計商業模式創新。以本研究者在TVBS媒體集團從事舞台設計創作與管理達24年的經驗，並長期對兩岸、國際演藝娛樂產業的現場演出之觀察，發現內部環境、與外部環境的變化愈來愈快，早已威脅傳統的舞台設計經營模式，光靠單一的舞台設計功能性的改變、技術的提升已經不足以應對變化了。在「共生時代」的商業模式創新，必需是結構性的改變，從行業所在的整體生態系統角度去思考，如何為客戶創造最大的價值，並且在這個過程中，每個主體應該如何獲取自己應得的最大價值。基於這樣的思維，本研究以生態系統的觀點去思考舞台設計的新定位，定錨為「泛舞台創造」。並且以商業模式畫布的架構梳理未來舞台設計領域商業模式創新的各項要素，以及採用價值網的理念作為建構未來新商業模式的關鍵合作夥伴的主要思路。為使TVBS舞台設計商業模式創新的思維與經營方式能夠落地，實現為集團創造更多營收的目標，本研究提出商業模式創新的四個實施步驟、與實施保障。未來演藝娛樂產業的競爭勢必是生態系統間的競爭，舞台設計產業在這龐大生態群中必須找出新契機，憑藉自身的優勢創造自己所屬的生態系統，方能應變未來大環境的變化。並且應調整市場眼光，將市場規模以全球為佈局的概念，向外尋求國際品牌的合作機會，開創海外市場的擴增機會與營運資金挹注的可能性，藉由境外的市場規模擴大企業持續成長的目標。

關鍵字

舞台設計；商業模式創新；商業生態系統；商業模式畫布；價值主張；價值網

並列摘要

The global performance market shows a rapid trend of development, estimated for the next few years, the live concert market will grow dramatically. Therefore, the demand for concert related technology industry and stage design industry continues to grow. Recently the development of science and technology, the innovation of production mode, as well as converging media to bring of changes, overturn the past thinking of production。 In the development of stage design in the past 20 years, has been dominated by the complete physical scene of the era, into a digital technology-based, reality as a supplement to the trend, the stage design covered by the relevant areas have become wider, the environment has become more complex. And the field of stage design under the impact of new media, new entertainment and new technology environment, it is bound to need to go out of a new road, to make it growing up in the future business ecosystem. Overall, stage design is becoming more and more present its uniqueness and independence, can become a separate industry and field, become an important part of the entire entertainment industry. So, the stage designers have to explore new business models, and toward to industrialization, customization, platform, etc. for to create a long-term competitive advantage. This study takes TVBS as an example, explore the future of stage design business model innovation. With the researchers in the TVBS Media Group engaged in stage design creation and management up to 24 years of experience, and to keep observation of the performing arts and entertainment industry between cross-Strait and international live shows for a long time, to find the changing of environment of inside and outside getting faster, it has threatened the traditional stage design business model. It is not enough to cope with the change just to do somethine on the change of functiona and technological improvements for the stage design. In the "symbiotic era", it is necessary to be a structural change for the innovation of business model. To think the way how to create maximum value for customers from the perspective of the overall ecosystem in which the industry is located, and how each subject should gain the maximum value it deserves in the process. Based on this thinking, the researcher to set the new positioning of stage design as "Pan-stage creation" with the view of ecosystem. The idea of "Pan-stage creation" was organize the elements of business model innovation in the field of future stage design by the Business Model Canvas, Value Proposition and Value Network. In order to make the thinking and mode of operation of TVBS stage design business model innovation could be workable, this study proposed four steps and four implementation protections. The future competition of the performing arts and entertainment industry is bound to be the competition between the ecosystem, the stage design industry in this huge ecological group must to find a new opportunity, and to create their own ecosystem by their own advantages, so in response the future changes in the larger environment. And should adjust the market vision, to set the goal of global market, to seek the opportunities of international brand cooperation, to create overseas market expansion opportunities and operating funds pumped the possibility of investment, through the expansion of the market size abroad, to achieve the goal of sustainable growth of enterprises.