臺灣畫廊跨國經營策略論述研究

台灣藝術市場自2001年始至2019年前後，經歷了藝術市場東移、中國熱風潮等現象，越趨於全球化。商業畫廊作為市場的一級角色，進行「跨國經營」遂成為重要營運項目。畫廊為了拓展國內外藏家的收藏廣度及需求，紛紛展開了各式跨國及跨境的營運計畫。然而在藝術市場版圖逐漸演化的過程中，因應跨國營運的內、外部的影響因素，畫廊進入跨國市場的營運方式也逐漸產生變革。本研究旨在探究台灣跨國畫廊的市場營運策略，藉以理解不同背景的畫廊的跨國營運機會運用及其過程。研究取樣來自規模與經營方向各異的四家台灣跨國畫廊，以PEST外部分析架構及Magnus Resch的畫廊營運模式交互探討，為跨國經營模式進行全盤評估。同時歸納出畫廊營運中的九大研究構面，援用Victoria D. Alexander的「文化菱形」模型為框架，從生產、消費兩方面進行的交互影響因素評估。同時運用Norman Fairclough的三向度批判論述分析 (Critical-Discourse analysis) 為分析方法，對採樣媒體文本進行研究構面的描述分析與詮釋，探索其與社會間的建構與脈絡，以此理解跨國現象中各種建構的途徑，用以歸納畫廊跨國營運的各種形式與重要性層次。本研究結果發現畫廊跨國經營策略首要強化內部體質，如以下五大概念：優質內部管理與明確的價值主張、靈活的跨國合作策略、良好國際人脈關係、優質藝術家陣容與精緻的客戶服務計畫等五部分。另在文本顯示語意強調重要程度所列出影響決策重要的四大因素有：健全財務的條件、企業化的內部營運管理與經營團隊國際性思維、全面的跨領域人脈資源、經紀優質藝術家等四點，以上共同列為本研究結果，期提供給計畫跨國或跨域畫廊經營者參考。

關鍵字

藝術市場；跨國畫廊；文化菱形；商業模式；跨國策略；批判論述分析

並列摘要

Since 2001 and up to 2019, the art market in Taiwan has become more and more globalised through the eastward migration of the art market and riding on the China wave. As a primary player in the art market, commercial galleries have become an important part of their market development by engaging in "cross-border expansion". The aim of this study is to investigate the marketing strategies of multinational galleries in Taiwan in order to understand global opportunities based on different backgrounds of these galleries. The study sampled four multinational galleries in Taiwan of different scales and diverse operations. By using the PEST external analysis framework and the Magnus Resch's gallery business model to conduct a comprehensive evaluation of these multinational business models. It also summarizes the nine major dimensions of gallery management and uses Victoria D. Alexander's 'cultural Diamond' model as a framework to assess the interaction between production and consumption. In addition, Norman Fairclough's Critical-Discourse analysis (CDA) is used as a method to analyze, describe and interpret the research components of the sampled media texts. Further to explore their social constructs and contexts, so as to understand the various ways of developing the transnational phenomenon and to summarize the various characteristics of this gallery's operation. The results of this study revealed that the gallery's multinational business strategy should be based on five key concepts: internal quality management and clear value proposition, flexible international cooperation strategy, good international networking, artists quality and detail customer service plan, etc. The finding also shows the four factors that are important in influencing decision making as listed in the semantic emphasis of importance are: (i) sound financial planning (ii) dynamic internal management and open mindset of the gallery’s management team (iii) expansion of comprehensive cross-disciplinary resources sharing (iv) using quality artists as agents. The results of the above study are expected to provide a reference for the planning of international or cross-disciplinary gallery operations.