臺灣主題展策略經營研究

本研究乃採質化研究,透過相關文獻理論,運用專家訪談法,將訪談內容分類並整理，並以策略程序為架構來探討目前台灣主題展覽業者之策略經營的實際情況與商展之異同處，結果發現如下：一、主題展與商展之業者雖本身有各種不同的事業體進行經營，唯辦理展覽此項業務皆為業者的主要商品或事業。而主題展與其他事業體皆以IP進行總體策略經營。二、主題展與商展的策略程序相仿，以定義目標使命策略、進行評估、各項計畫擬定-製作製畫書、展覽準備與營運、展後各項評估與檢討作業為主要程序。三、主題展與商展以有無適當的場地、預期獲利、資金考量、合作單位考量、TA的人口、消費力與購買習慣、產業趨勢、參觀人數、IP商品之成本、受歡迎程度續航能力、獲利模式、同期競爭者推出的展覽、執行範例與獲利模式等要素進行考量。四、主題展策略分析之工具主要為(1)藉由同業或產業交流資訊取得，(2)藉由競爭者的經營成果，(3)自己本身經營展覽的成果報告資訊，(4)經營團隊過去的經驗與判斷，(5)公開的資料或政府的資訊等方法進行分析。五、主題展業者對於競爭者的分析與比較方向通常為現場品質、資源整合、IP取得、有無展館優勢、有無媒體優勢、經營成本的多寡等方向來進行分析；於對於環境的評估分別為消費市場的規模、消費力與接受度、展館環境、競爭者數量、科技技術、政府法令等方向進行評估。六、主題展業者與商展業者所進行的策略可分為觀望與退守策略、市場佔有策略、市場擴大策略、集中策略。七、主題展與商展業者對於策略執行的分工皆相似，以展務工作、企劃與媒體工作、票務與通路等工作為主。八、主題展業者與商展對於策略評估項目以票務銷售狀況、入場人數、客戶服務與滿意度、成本與經費、各項執行檢討或滿意度等進行評估。並評估時間通常為定期與展後一個月進行。

關鍵字

主題展；策略管理；策略分析

並列摘要

This study is a qualitative research. Through the relevant literature theory, the interview method is used to classify and organize the interview content. The strategy and procedure is used as the framework to discuss the difference between the actual situation of the strategy management of the Taiwan theme exhibition industry and the business exhibition. The results are as follows: 1.The exhibitors of theme exhibitions and trade fairs have different kinds of undertakings for their own business. Only exhibitors are the main commodities or businesses of the industry. The theme exhibition and other institutions are IP based overall strategy management. 2. The theme exhibition is similar to the commercial exhibition's strategy program. It is the main procedure to define target, mission / strategy, evaluation, plan - making - making, preparation and operation, evaluation and review after exhibition. 3.The theme exhibition and business exhibition are with the proper site, expected profit, financial consideration, consideration of the cooperative unit, the population of TA, the consumption and purchase habits, the industry trend, the number of visitors, the cost of the IP commodity, the popularity capacity, the profit model, the exhibition, the example and the profit model introduced by the competitors in the same period. Such factors are considered. 4. The main tools for the analysis of the theme exhibition strategy are (1) to obtain information from the same industry or industry, (2) the results of the competitor's management, (3) the information of the results of the exhibition itself, (4) the past experience and judgment of the management team, and (5) the methods of public material or government information. 5.The analysis and comparison of the competitors' competitors are usually analyzed in the direction of field quality, resource integration, IP acquisition, the advantage of the pavilion, the media advantage, and the amount of operating costs. The assessment of the environment is the scale of the consumer market, the consumption and acceptance, the environment of the exhibition hall, and the competition. The number of competitors, technology and government decrees are evaluated. 6.The strategies of exhibitors and exhibitors can be divided into wait and see strategy, market share strategy, market expansion strategy and concentration strategy. 7. Thematic exhibitions and trade shows are similar in terms of division of strategy implementation, mainly in exhibition work, planning and media work, ticketing and access. 8. Thematic exhibitors and trade shows for ticketing sales, admission numbers, customers, etc. household services and satisfaction, cost and funding, implementation review or satisfaction are assessed. And the assessment time is usually scheduled for one month after the exhibition.