臺灣表演藝術團體的商業模式研究 以「財團法人拉縴人文化藝術基金會」為例

Abstract

在表演藝術產業與市場蓬勃發展的臺灣，於音樂、戲劇、舞蹈等藝術領域裡均有表現卓越的團隊各領風騷，也屢屢在國際上得到重要獎項肯定。然而，在輝煌藝術成就之外，表演藝術團隊為了生存發展，愈來愈需要在經營策略、資金取得、觀眾群拓展、節目成本控制、獲利能力強化，以及關鍵資源獲得上以商業模式的角度進行解析，才能在資訊流通快速且市場需求變化多端的閱聽人市場之中，透過系統性方法來解析表演藝術團隊營運方式，清楚審視團隊價值主張、內部營運、外部市場與財務結構各面向的運作，而準確調整經營策略，做為團隊未來調整營運策略參考依據，讓團隊能永續經營。 在台灣音樂類表演藝術團體之中，「拉縴人」的經營方式是極具獨特性的，在二十餘年間，從一群愛唱歌的校友出發，到成為擁有專業藝術行政群、數十名專業師資、七個合唱表演團隊的基金會組織。本研究將以Osterwalder and Pigneur(2010)所主張的商業模式畫布(Business Model Canvas)的架構為分析基礎，以價值主張、顧客關係、通路、目標客戶、關鍵合作夥伴、關鍵營運活動、關鍵資源、成本結構、收益流等九個面向分析「拉縴人」的商業模式。根據深度訪談蒐集的資料分析，描述臺灣表演藝術團隊的商業模式，並提出適合拉縴人未來且具有可行性之經營策略，以及建議需要再加強努力的部分。在經營上掌握核心價值主張、精確理解市場需求、開拓企業合作夥伴、持續創新節目內容、注重表演內容的在地性與普遍性、加強網路聲量與新媒體行銷通路，才能繼續開拓下一個20年的榮景。

In Taiwan, performing arts market is booming and prosperous, performing groups in all categories such as music, conventional theater, modern theater, and dancing performance are achieving international monumental recognitions, and they successfully interpret and introduce Taiwanese culture to people all over the world. However, besides their astonishing artistic achievements, performing arts groups should be aware of the importance of business strategy and planning. Business model analysis, a powerful tool using systemic method to diagnose organization’s daily operation, can clearly identify the key factors such as core value, key resources, outer competitions, customer demands, profit and cost composition, and financial strength and weakness. Having routinely review and adjustment on business model becomes an insurance to ensure long term organization survival within this continuous evolving market. TMCCAF (Taipei Male Choir Culture & Arts Foundation) is an unique case among Taiwanese performing arts groups in traditional music category. Within 20 years, TMCCAF starts from an casual alumni group and gradually evolves into a foundation consists of seven performing groups, one dedicated professional arts administration team, and dozens of professional music workers. This research will use Business Model Canvas (Osterwalder and Pigneur,2010) as analysis backbone, from the analysis of nine elements (key partners, key activities, key resources, value proposition, customer relationships, customer segments, channels, cost structure, revenue) to probe into TMCCAF business model. By the data collected from interviews with TMCCAF key operation team, it can describe a business model example of Taiwanese performing arts group, and effectively provides proper strategic suggestions for TMCCAF future operation. To master and maintain organization’s core value, interpret customer demand precisely, develop reliable cooperation key customers, be innovative and creative continuously, enhance marketing ability on new media, then TMCCAF can continue its journey and prosper for next 20 years.