| Summary: | 碩士 === 佛光大學 === 公共事務學系 === 97 === In this research, “Strategic Marketing Planning Model”, proposed by American Scholars, Crompton & Lamb (1986), is adopted as the main framework to construct the model of marketing strategies for programs of performing arts. This model divides the marketing strategies for programs of performing arts into eight aspects: first, “analysis of environmental factors”; second, “confirming organizational missions”; third, “designing marketing projects”; fourth, “setting marketing goals”; fifth, “selecting marketing strategies”; sixth, “developing action plans”; seventh, “constructing plans for strategic actions”; eighth, “redesigning projects of marketing strategies”. Besides, a SWOT analysis on the marketing strategies for performing arts was conducted with the model of “Blue Ocean Strategy” proposed by W. Chen Kim & Renee Mauborgne (2005), which emphasized renovations of values, in reference to Standing Room Only: Strategies for Marketing the Performing Arts by Kotler & Scheff(1998), the integrative marketing model proposed by Lu, Ping-yen (2006), and the geographical environment of Cultural Affairs Bureau, Yilan County.
The researcher calculated the number of programs of performing arts and their number of audiences in Yilan Performing Arts Center. Comparing with the total number of audiences of Yilan Performing Arts Center in the last decade since its opening, the researcher found that, in the period between April 1st, 2004, and March 31st, 2008, there are about 148 performances each year, which is more than 135, the average number of performances each year in the last decade. However, the number of audiences fell from 378 to 335 participants in each performance. The decline in usage rate of audiences obviously reveals the crisis of Yilan Performing Arts Center. To the operation performance of a public theater, the policy identity of pursuing maximization of public participation is extremely crucial.
The thesis consists of three major parts. The first part includes the review and analysis of history and literature (Chapter 1 to Chapter 3). In the second part, interviewees were selected from interested parties related to the marketing strategies of performing arts. There are four aspects of issues: marketing policy-making in public sectors; execution of marketing policies; the groups of performing arts of participants of performing arts; private customer groups of consumers of performing arts. Besides, specific groups were selected to conduct case study on marketing of programs of performing arts (Chapter 4 to Chapter 6). In the third part, the model of “Blue Ocean Strategy”, proposed by Kim & Mauborgne (2005), was incorporated to arrange a value-renovating strategic blueprint for marketing strategies in promoting programs of performing arts in Cultural Affairs Bureau, Yilan County, providing the public sector a reference for managing customer relationships and accumulating knowledge related to marketing management, and to achieve the policy goals of meeting the needs of interested parties and solving problems (Chapter 7).
There are four frameworks for action in promoting programs of performing arts: “eliminate—reduce—enhance—create”. The researcher analyzed their results and listed in detail the factors that influence the frameworks for action, in order to achieve the value of maximizing effectiveness of profits and customers: eliminate strangulations like “political orientation”, “bureaucratic system”, “professional identity”, etc.; reduce limitations like “number of promotion concert”, “uniform marketing actions”, evaluation threshold for performing arts”, “number of VIP seats”, “price-setting strategies”, etc.; enhance services like “rooms for policy marketing”, “curating programs”, “proportion of self-made programs”, “financing programs of drama and dance”, “horizontal alliance”, “effectiveness of marketing channels”, “manpower and budget for marketing”, “quality service”, “offer for ticket packages (group tickets)”, etc.; create “marketing assistance”, “evaluation system for programs of performing arts of schools”, “convenience of traffic”, “relationship management with customers”, “incentives of market segments”, “opinion leaders”, “arrangement for series of performances”, “point collection system”, “marketing in schools”, “hosting competitions of performing arts based on the county”, “changes in patterns of performances”, “adopting accountability system”, “local characteristic culture”, “professional theaters of special types”, etc.
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