The Effect on Business Performance of Innovation Behaviors and BrandMarketing Strategies ─By Example of Culture Creative Industries and Publishing Organizations

• Main Author: 薛國偉
• Other Authors: 洪英正
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/21299730469261309013

碩士 === 淡江大學 === 管理科學研究所企業經營碩士在職專班 === 96 === The renowned futurologist, Toffler(1980), pointed out that the man who assumes the high ground of originality controls the world. Originality will dominate the business lifeline in 21st century. The culture and creative industry is the world’s hottest industry nowadays. In June 2002, the government proposed the “Challenge-2008 National Development Focal Program” to acknowledge that the culture and creative industry is one of the important strategic industries in Taiwan for the future. When facing the trend of globalization, Taiwan has been approaching the crisis of homogenization. If Taiwan cannot build its own culture with unique features as an identifier under globalization (Chen, 2002), it will be difficult to develop a competitive industrial scale for its competitiveness in the international culture industry. How enterprises in the industry capitalize on their own advantages to create performance and output value for the industry, and then further develop the industrial competitive edge, is the most critical task at present. This study aims to explore how enterprises in the culture and creative industry may apply innovation and brand marketing to appraise their operating performance, and accordingly provides suggestions. Enterprises of artistic performing and music publishing industries are sampled for case studies. The management of four enterprises are interviewed. The data received is analyzed to appraise their performance. We hope to provide enterprises that intend to enter the culture and creative industry with some proposition concerning business operation for their reference, which are shown as follows: Proposition 1:In terms of the organizational development of the culture and creative industry, enterprises need to give consideration to the balance between management and innovative development. Proposition 2:There exists no absolute correlation between business scale and innovative behavior. Proposition 3:Successful cultural brand establishing has an impact on the degree of operating performance. Proposition 4:Different marketing strategy chosen for management will influence the direction and manner of operating performance appraisal. Proposition 5:The degree of organizational difference between enterprises is determined by the performance of brand management.