| Summary: | 碩士 === 國立臺灣師範大學 === 社會教育學系 === 98 === 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.
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