本研究主要探討博物館品牌定位之策略研究,以故宮博物院為個案研究對象。透過 文獻分析與深入訪談方式,對個案地區進行品牌價值分析,以文化內涵、藏品、陳列 設計與服務四大構面,找出其品牌識別現況與關鍵性問題。本研究問題如下: 1、國外知名博物館品牌化的成功案例為何?其品牌如何定位? 2、故宮品牌調查:故宮的品牌形象(brand image)為何?故宮品牌識別(brand identity)的現況與內涵為何?故宮現行品牌定位與相關活動為何? 根據館方、博物館專家與觀眾意見,本研究建議歸納整理如下: 1、打造故宮成為一個「亞洲視角」的博物館品牌 (1)擴大策展的目標對象(2)擴張影響力的國際夥伴行銷 2、組成一個統合品牌發展的品牌管理單位 3、營造以「書房」為概念的展場體驗 (1) 以「書房」概念作為欣賞藝術品的空間感知(2)呈現創意性、互動性與近距離感官體驗的展出方式 4、重新升級的觀眾服務 (1) 將展場分區收費,改變一票到底的參觀制度(2)提供與生活更緊密連結的藝術娛樂服務 (3)規劃富有特色、定位明確的餐飲服務 (4)建立自我風格與定位的賣店商品
This study aimed to research the strategy of the museum brand positioning with the case of National Palace Museum. Through analysis of documents and depth interviews, the four aspects of culture, collection, layout and services in the region are analyzed in which the current situation of brand identity and its key issue are pointed out. Following are the questions of the case study: 1.What are the cases of foreign renowned museums that were branded with success? And how did it position its brand? 2.The research on the branding of National Palace Museum: What is the brand image of the National Palace Museum? What are the current situation and connotation of its brand identity? What are the current brand positioning and its relevant activities? According to the opinions of the museum, museum experts and the audience, following are the suggestions: 1.Branding National Palace Museum from the perspective of Asia. (1) Expanding the target audience of the curatorial. (2) Cooperating with more influential marketing companies. 2.Establishing a brand management agency to integrate the brand development. 3.Creating the concept “Studio” of further interacting experience for the audience. (1) Making “Studio” a place for the audience to appreciate the art. (2) Presenting “Studio” by way of creativity, interactivity and close sensory experience. 4.Upgrading the services. (1) Charging respectively in different exhibition district, thus changing the way of one ticket for the whole exhibition. (2) Providing art and culture entertaining services closely connected with daily life. (3) Reorganizing the catering service of distinctiveness and clear positioning. (4) Setting up the commodity of its own style and positioning.