表演藝術團體行銷研究－以三個中小型現代劇團為例

吳宣穎

指導教授 ： 黃惠萍

國立臺灣師範大學/教育學院/社會教育學系/碩士(2010年)

摘要

政府對文化創意產業的重視，使表演藝術活動近年來蓬勃發展。過去研究亦指出，國人文化消費潛力相當可期，但消費現況卻顯示，文化市場仍有很大發展空間。特別是在經濟不景氣時代，表演藝術市場更易面臨票房寒冬，如何運用行銷策略開拓市場，對表演藝術團體益形重要。
而在這一波景氣寒冬中，卻有許多中小型製作票房迅速售罄。中小型表演藝術團體成為一支獨秀的現象，似乎突顯，這類團體在行銷策略的運用方面，有其獨到與值得借鏡之處。
本研究以中小型現代劇團為對象，從全方位行銷觀點，分析中小型規模劇團行銷策略之現況，以瞭解這類型團體行銷策略之擅長處，提供相關團體參考。本研究從全方位行銷的四大構面—內部行銷、整合行銷、關係行銷、及績效行銷，探討中小型劇團之行銷策略。研究對象選擇成立多年、具成功經驗之中小型現代劇團，包括金枝演社、莎士比亞的妹妹們、及創作社三個團體，進行文獻資料的蒐集及行銷規劃人員的深度訪談，以分析歸納有效之表演藝術行銷策略。本研究也整理比較中小型表演藝術團體與大型團體行銷經驗之差異，並針對前者提出建議，使其有機會朝大型團體發展。
研究結果發現，從全方位行銷四大構面觀之，中小型劇團最擅於運用內部行銷優勢，積極推廣觀眾群；三劇團之組織內部溝通環境彈性開放，易達成全員行銷文化，並能透過內部成員人際關係進行口碑推薦，形成內部行銷利基。各劇團也能視本身特色，從產品、價格、通路及溝通方面，掌握劇團行銷資源，善用整合行銷策略。關係行銷方面，三劇團均重視與觀眾關係之建立，特別是金枝演社，已發展較建全之會員制，能運用會員網絡開發潛在觀眾。同時，三團並已嘗試發展與政府、企業、通路及相關合作單位的關係，以擴展團隊的行銷關係網絡。此外，各劇團也都能透過績效行銷，藉由成為扶植團隊、參與藝術獎項競賽及國外文化藝術交流等方式，為劇團品牌加值，朝永續經營方向發展。
針對中小型劇團中有意邁向大型團體發展者，本研究認為，可效法大型團體之成功行銷策略，包括設定更清楚多元之行銷策略目標、擴增人力資源、建立觀眾資料庫及提升會員制度、開發產品需求、提供更彈性價格選擇、擴展通路合作、以及採行更彈性而多元化之溝通策略，以使劇團更穩健地發展。

關鍵字

表演藝術團體 ； 表演藝術行銷 ； 全方位行銷 ； 中小型現代劇團

並列摘要

Government emphasis on cultural and creative industries has helped performing arts activities to flourish in recent years. Previous research has shown that people in Taiwan have great potential for cultural consumption, but the present consumption situation suggests that the cultural market here still has much room for development. Especially in economic recession, the performing arts box office often faces a severe test. Therefore, how to use marketing strategies to open up cultural market has become increasingly important for performing arts groups.
In this wave of stagnant economy, there are still many small and medium productions quickly sold out at the box office. The success of small- and medium-sized performing arts groups suggests that these groups may have made good
use of marketing strategies worthy of learning for other troupes.
This study uses small- and medium-sized modern troupes as cases and analyzes their marketing strategies from a holistic marketing viewpoint. The holistic marketing
perspective contains four dimensions, including internal marketing, integrated marketing, relationship marketing, and performance marketing. This study selects three small- and medium-sized modern troupes with successful experience in the past as sample, including the Golden Bough Theatre, Shakespeare's Wild Sisters Group, and the Creative Society. It conducts in-depth interviews with marketing planners of
these groups to collect data of their marketing strategies. This study also compares marketing experiences of small- and medium-sized performing arts groups with those of large-scale groups in order to make recommendations for the former to move toward larger-scale organizations.
Results show that, from the holistic marketing viewpoint, first, small- and medium-sized troupes are good at using their internal marketing advantages. The communication environments of these groups are open and flexible, easy to establish a marketing culture, and through words of mouth of group members, these troupes can often successfully expand their audiences. Second, these troupes consider
characteristics of their products, price, channels and communications in order to make effective integrated marketing plans. Third, in terms of relationship marketing, all three troupes understand the importance of customer relationship and have actively built relations with the audience. In particular, the Golden Bough Theatre has
developed a relatively sound membership system and has used member network to reach potential audience. The three groups also have attempted to develop relationships with the government, business, channels and other organizations to expand their marketing networks. Finally, these troupes have made efforts to become foster teams and to participate in arts competition as well as international cultural
exchanges in order to establish brand name for sustainable development.
For small- and medium-sized groups hoping to move toward larger-scale groups, this study suggests that they may borrow successful marketing experiences from large
organizations. These include setting clear and plural marketing strategies, expanding human resources, upgrading audience database and membership system for product
development needs, providing more flexible pricing options, creating channel cooperation projects, and adopting more flexible and diversified communication strategies to help their groups to grow in a more robust manner.

並列關鍵字

performing arts groups ； performing arts marketing ； holistic marketing ； small- and medium-sized modern troupes

參考文獻

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