品牌建立與重定位—以紙風車文教基金會為例

Abstract

成立於1992年的紙風車劇坊（紙風車文教基金會）與紙風車劇團是臺灣知名的表演藝術團體，致力於創意、精緻的兒童戲劇創作與推廣。紙風車為了尋求表演藝術的新定位與藝術價值的改變，於2006年起啟動「紙風車319鄉村兒童藝術工程」，以5年的時間完成臺灣319鄉鎮巡迴，免費讓偏鄉孩童看國家劇院級的演出。重新定位紙風車結合公益與藝術的品牌形象，引發觀眾與社會共鳴。 品牌是企業永續的無形資產，本研究詳盡介紹個案品牌重定位的原因、策略執行與產生危機的歷程，分別描述重定位前、後個案的品牌建立及發展。再以企業品牌建立的策略分析紙風車如何面對困難，完成個案予以社會的品牌承諾，達到品牌印象、品牌定位、品牌權益的提升與改變。 本研究結論發現，企業管理與藝術管理在品牌的層面並無差異。紙風車將表演藝術的定位從個人的價值提升為解決城鄉差距的社會價值，將傳統的社會公益模式轉化為回饋故鄉的情感與故事，也改變了非營利組織的品牌意義。以紙風車各階段的品牌發展，都因為有領導者果斷的決策、團隊的執行力以及對於夢想的堅持，才能達成各個不同發展階段的團隊目標。

Established in 1992, the Paper Windmill Cultural Foundation and the Paper Windmill Theatre is a famous Taiwanese performing arts group dedicated to creating and extending Taiwanese theater for children in an imaginative and intricate manner. To obtain a new position in performance arts and instigate changes in team values, in 2006 they launched the “First Mile, Kid’s Smile: Arts for Children in 319 Townships” project. This involved touring 319 towns in Taiwan over 5 years, thereby allowing children in rural townships to enjoy national theater–level performances without charge. The new brand image created by the repositioned team combining art and public welfare resonated with the audience and society. Branding is an intangible asset of cooperative sustainability. This study introduced the reason behind brand repositioning in addition to the process of strategy implementation and the related crises this group faced. Moreover, it separately described the establishment and development before and after brand repositioning. The study used theories and strategies related to branding to analyze how this group overcame challenges and fulfilled brand promises to society, thereby achieving improvements in brand image, positioning, and equity. The study results revealed that business management and art management share similar branding considerations. The group in question changed the positioning of performing arts from stimulating personal growth to achieving social values by bridging urban and rural gaps. It transformed conventional methods to promote social welfare into stories with sentiments to benefit its homeland, and it changed brand meanings for nonprofit organizations. The group was only able to achieve their goals through competent leadership, resolute decision-making, and team consistency in executing changes throughout each stage of brand development.